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hu

ORGANIZATIONAL CULTURE
Organizational culture is the characteristic spirit and belief of an organization demonstrated, for example, in the norms and values that are generally held about how people should behave and treat each other, the nature of working relationships that should be developed and attitudes to change. These norms are deep, taken-for-granted assumptions which are not always expressed, and are often known without being understood. Corporate culture is a more self-conscious expression of specific types of objective in relation to behavior and values. This entices customers to buy, it entices prospective employees to seek jobs and causes the to feel committed to the company. This identity can be expressed and reinforced in various ways, such as a soral statement from the Chief Executive, or in such comments as we dont do things that way here. There is the logo, the stationery, the uniform. In one way or another it is an attempt to ensure commitment. It is important that those employed in an organisations hould try to understand the culture they share. Managers in general, and personnel managers on particular, have to understand the extent to which culture can be changed and how the changes can be made, even if changes may be much harder ands lower to make than most managers believe and most circumstances allow. Culture is a living and growing phenomenon, it is able to strengthen and support the efforts of those who use it, as surely as it will frustrate the efforts of those who ignore it. A further important aspect of organizational cultures is the extent to which they are typically dominated by traditional male values of rationality, logic, competition and independence, rather than the traditional female values of emotional expression, intuition, caring and interdependence. Developing organizational culture It is harder to change attitudes than to change behavior. In developing corporate culture we have to start with trying to change norms of behavior; over time those changed behaviors may lead to a change in the more deeply held beliefs of shared norms. When the behavior pays off, then the attitudes and beliefs gradually shift. How do cultures change? How do they become consolidated? The primary mechanisms: 1. what leaders pay most attention to 2. how leaders react to crises and critical incidents

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3. role modeling, teaching and coaching by leaders 4. criteria for allocating rewards and determining status 5. criteria for selection, promotion and termination The secondary mechanism: 1. the organisational struture 2. systems andprocedures 3. space, buildings and facades 4. stories and legends about important events and people 5. formal statements of philosophy and policy