Beruflich Dokumente
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climate
A Presentation By:
Kunal Kumar
Neha Anand
Rashmi Sharma
Organization culture: concept
A common perception held by organization’s
members.
A system of shared meaning.
Culture is the social glue that helps hold the
organisation together.
Organization culture: definition
“Organization culture is the basic pattern of shared
assumptions, values and beliefs considered to be
the correct way of thinking about and acting on
problems and opportunities facing the
organization.”
Characteristics of organization
culture
Innovation and risk taking
Attention to detail
Outcome orientation
People orientation
Team orientation
Aggressiveness
Stability
Functions of organizational culture
Organisational culture provides a sense of identity
for members.
Organisational culture enhances commitment to the
organisation’s mission.
Organisational culture clarifies and reinforces
standards of behaviour.
Defines the boundary between one organization and
others.
Enhances the stability of the social system.
Effects of organizational culture
Organizational performance
Length of employment
Person/organization fit
How employees learn organizational
culture
Artifacts
Values
Assumptions
Beliefs
Artifacts
Observable symbols and signs of an
organization’s culture. eg:., structures,
processes etc.
Values
The reasons given by an organisation for the way
things are done. Eg:strategies, goals, philosophies.
Assumptions
The beliefs that are taken for granted by the
organisational members. These are ultimate source of
values and action that include: unconscious,
perceptions, taken for-granted beliefs, thoughts,
feelings etc.
Beliefs
Represent the individual’s perception of reality.
Uniformity of culture
Organization culture is a common perception held by
the organization’s members.
All members cannot share this perception at the
same degree.
This gives result to:
ü Dominant culture
ü Sub-culture
ü
ü
Dominant culture
Set of core values shared by a majority of the
organization’s members.
Sub-culture
Set of values shared by a minority of the
organization’s members.
Formed as a result of problems or experiences that
are shared by members of different departments.
Some subcultures enhance the dominant culture.
Some directly oppose the organization’s core values
and beliefs. They are called “counter-cultures.”
Strong and weak cultures
A culture in which the core values are intensely held
and widely shared.
Strong managers determine a strong culture.
Factors determining strength of a culture:
Adaptive culture
Culture in which employees focus on the changing
needs of customers and other stakeholders, and
support initiatives to keep pace with those changes.
External focus.
Employees in an adaptive culture pay as much
attention to organizational processes as they do to
organizational goals.
Strong sense of ownership.
Proactive and quick.
creating and maintaining a culture
HOW ORGANIZATIONAL CULTURE STARTS?
Maintaining culture
Forces that play a significant role in sustaining culture:
Selection practices
Concern with how well the candidates will fit into the
organization.–Provides information to candidates about
the organization.
Actions of top management
Senior executives help establish behavioural norms that
are adopted by the organization.
Socialisation method.
The process that helps new employees adapt to the
organization’s culture.
Edgar Schein organizational
culture: Socialization
Socialization refers to process of inheriting norms, customs
& ideologies.
It may provide the individual with the skills & habits
necessary within their own society.
Socialization is thus ‘the means by which social & cultural
AGENTS OF SOCIALIZATION:
The family
Education
Religion
Peer groups
Mass media
Example
Difference between Culture & climate
Climate Culture
Refers to current Refers to the historical &
situation in an tradition of the
organization. organization.
Climate is often defined Organizational cultures
as the recurring are generally deep and
patterns of behaviour, stable.
attitudes and feelings
that characterize life in
the organization.
Culture of an
Climate often proves
organization is not
easier to assess and that easy to change.
change