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Org Culture
Organizationalcultureisthesetofshared,takenforgrantedimplicitassumptionsthatagroupholdsand thatdetermineshowitperceives,thinksabout,andreactstoitsvariousenvironments. Orgcultureispassedontonewemployeesthroughtheprocessofsocialization. Orgcultureinfluencesourbehavioratwork. Orgcultureoperatesatdifferentlevels. Orgcultureisshapedby4keycomponents 1. Foundersvalues. 2. Industry&businessenv. 3. Nationalculture. 4. Seniorleadersvisionandbehavior Inturn,orgcultureinfluencestheorgcharacteristics Typeoforgstructureadoptedbyacompany. Practices,policiesandproceduresimplementedinpursuitoforggoals. Theseorgcharacteristicsthenaffectavarietyofgroupandsocialprocess,whichultimatelyaffects employeesattitudesandbehaviorandhenceorgoutcomes.

Threefundamentallayersoforgcultureareobservableartifacts,espousedvalues&basicassumptions. Artifactsconsistofthephysicalmanifestationofanorganizationsculture.Organizationalexamples includeacronyms,mannerofdress,awards,mythsandstoriestoldabouttheorganization,publishedlistsof values,observableritualsandceremonies,specialparkingspaces,decorations,andsoon.Thislevelalso includesvisiblebehaviorsexhibitedbypeopleandgroups.(standupmeetingsofGoogle) Espousedvaluesrepresenttheexplicitlystatedvaluesandnormsthatarepreferredbyanorganization.

Theyaregenerallyestablishedbythefounderofaneworsmallcompanyandbythetopmanagement teaminalargerorganization. Basicassumptionsconstituteorganizationalvaluesthathavebecomesotakenforgrantedovertimethat theybecomeassumptionsthatguideorganizationalbehavior. Orgculturefulfills4functionsasshownbelow.

Givemembersanorgidentity Facilitatecollectivecommitment Promotesocialsystemstability Shapebehaviorbyhelpingmembersmakesenseoftheirsurroundings

Belowexhibitsummarizeshowanorgcultureisestablishedandsustained.

Thefoundersofanorgtraditionallyhaveamajorimpactonthatorgsearlyculture.Theyhaveavisionof whattheorgshouldbe.Theyareunconstrainedbypreviouscustomsorideologies.Thesmallsizethat typicallycharacterizesneworgfurtherfacilitatesthefoundersimpositionoftheirvisiononallorg members.Culturecreationoccursin3ways.

Firstfoundershireandkeeponlyemployeeswhothinkandfeelthesamewaytheydo. Second,theyindoctrinateandsocializetheseemployeestotheirwayofthinking&feeling. Finally,foundersownbehavioractasarolemodel. ExamplesNRNofInfosys,RichardBransonofVirginGroupetc. Onceacultureisinplace,therearepracticeswithintheorgthatactastomaintainitbygivingemployees asetofsimilarexperiences.Mostofthehumanresourcepracticesaredesignedtoreinforcetheorgs culture.Theselectionprocess,performanceevaluation,training&devactivities,promotionproceduresetc ensurethatthosehiredfitinwiththeculture,rewardthosewhosupportitandpenalizethosewho challengeit.Threeforcesselectionprocess,theactionsoftopmanagementandsocializationmethods playanimportantroleinsustainingaculture.

Selection
Properselectionprocesshelpstoidentifyandhireindividualswhofillintotheorgverywellbyhaving valuesessentiallyconsistentwiththoseoftheorg.Inaddition,theselectionprocessprovidesinformationto applicantsabouttheorg.

Top Management
Theactionsoftopmanagementalsohaveamajorimpactontheorgsculture.Throughwhattheysayand howtheybehave,seniorexecutivesestablishnormsthatfilterdownthroughtheorg.AzimPremjiof Wipro.

Socialization
Newemployeesarenotfamiliarwiththeorganizationalcultureandarepotentiallylikelytodisturbthe existingculture.Theprocessthroughwhichtheemployeesareproselytizedaboutthecustomsand traditionsoftheorganizationisknownassocialization.Itistheprocessofadaptationbywhichnew employeesaretounderstandthebasicvaluesandnormsforbecomingacceptedmembersofthe organization. Socializationisaprocessmadeupof3stages. PrearrivalAllthelearningoccurringbeforeanewmemberjoins.Prearrivalstageexplicitly recognizesthateachindividualarriveswithasetofvalues,attitudesandexpectations. EncounterThenewemployeeseeswhattheorganizationisreallylikeandconfrontsthe possibilitythatexpectationsandrealitymaydiverge. MetamorphosisTherelativelylonglastingchangestakeplace.Thenewemployeemastersthe skillsrequiredforthejob,successfullyperformsthenewroles,andmakestheadjustmentstothe workgroupsvaluesandnorms.

Cultureistransmittedtoemployeesinanumberofforms. StoriesDepictingthepasteventsoftheorganization.Someorganizationsactuallytrytomanage thiselementofculturelearning. RitualsRepetitivesequentialactivitiesreinforcingthevaluesoftheorganizationwhatgoalsare mostimportant,whichpeopleareimportantandwhichpeopleareexpendable. MaterialSymbolsConveyingsocialequality,desiredorganizationalbehavior,etc.bythetop management.Thelayoutofcorporateheadquarters,thetypesofautomobilestopexecutivesare givenandpresenceorabsenceofacorporatejetareafewexamplesofmaterialsymbols. LanguageAcceptanceandpreservationofculture.

Implication For Managers