ORGANIZATIONAL ORGANIZATIONAL

CULTURE CULTURE
Made by:
YAMINI BANSAL(47)
Personal Interview Personal Interview
at HERON at HERON
CHITRESH
I work as an Associate. The
best part about HERON is its
work culture. Though I have
recently joined HERON, I
have learnt a lot in this
short span of time.
JAGMOHAN
The best part of my job is that HERON
group is that it gives us opportunity to
express our ideas. The work culture
of the company is unique and
competitive
What is CULTURE???? What is CULTURE????
It is the set of important understandings that members of a
community share in common.
It consists of a basic set of
Values
Ideas
Perception
Preferences
Concept of Morality
Code of conduct etc
Which create a distinctiveness among human groups.
Types of Cultures Types of Cultures
y Dominant Culture: It is marked by set of
core values that are shared by a majority of
the org.members eg:Employees of
Reliance Group(Time).
y SubCulture: Set of values that are shared by
the members of division or dept..
Based on Intensity of SHAREDNESS-
Strong Culture: Org.core values being
intensely held & widely shared.
Weak Culture:When core values are not
shared with high degree of intensity..
ORGANIZATIONAL ORGANIZATIONAL
CULTURE CULTURE
Acc.to EDGAR SCHEIV Acc.to EDGAR SCHEIV
Organizational Culture is defined as a pattern of Organizational Culture is defined as a pattern of
basic assumptions basic assumptions invented invented, , discovered discovered or or developed developed by by
a a given group given group as it is learned to solve its as it is learned to solve its problems problems of of
external adaption external adaption and and internal integration internal integration that has that has
worked well enough to be considered valuable and worked well enough to be considered valuable and
therefore to be taught to therefore to be taught to new members new members as the correct as the correct
way to way to perceive perceive , , think think ,and ,and feel feel in relation to those in relation to those
problems.. problems..
Characteristics Characteristics
y Individual autonomy- degree of responsibility, freedom
& opportunities.
y Structure- degree to which the organization creates
clear objectives & performance expectations
y Management Support
y Identity
y Risk tolerance
y Communication patterns
y Outcome orientation
y People orientation-degree to which management
decisions take into consideration the impact of
outcomes on people within org.
Boundary defining role
Create a sense of
identity
Facilitates generation
of commitment
Serve as a sense making
& control mechanism
FUNCTIONS
How Organizational cultures Form How Organizational cultures Form
and Sustain and Sustain
Creating a Culture Creating a Culture
y The ultimate source of an organizations
culture is its Founders. They start the org.
with the vision of what their org. should be..
Thus the vision is imposed on all
organizational members. They imbibe the
vision through interaction and their own
experience.
y EgThomas Watson of IBM whose R&D,
product innovation, employee dress &
compensation policies still influence practice
s at IBM
Steps outlined by Luthans for creating a culture:
A single person ( founder) has an idea or vision
for an enterprise.
The founder brings in some people & creates a
core group that shares a common vision with
the founder . All in the core group accept the
idea or vision and work for it.
The founding core group begins to act in concert
to create an org. by raising funds, obtaining
patents, incorporating , locating space , building
& so on.
Sustaining a Culture Sustaining a Culture
y It is very necessary to sustain a culture
and it can be sustained through
reinforcement practices of human
resources.. Three practices are:
y Selection Right people for right job.
y Top Management Senior executives
help establish behavioral norms that are
adopted by the organization.
y Socialization It is the process of
adoption. It can be conceptualised as
acquistion of work skills & abilities ,
adoption of appropriate role
behaviours. Three phases:--
Stages in the Socialization process
Two basic approaches to change the Two basic approaches to change the
existing culture existing culture
y Helping current members buy into new
set of values(1,2,3)
y Adding new members & socializing them
into the org. & removing current
members as appropriate(4,5). It includes
shaping of the workforce to fit the
intended culture.
Changing a Culture Changing a Culture
Culture
Changing
behaviour
Examinig
justification for
changed
behaviour
Cultural
Communication
Removing
members
who reject
the new
culture
Hiring &
socializing
members who fit
in with the new
members
1
2
3
4
5
How Organizational Culture have How Organizational Culture have
an impact on Performance and an impact on Performance and
Satisfaction Satisfaction
The Scientists Best Places To Work The Scientists Best Places To Work- -
Panacea Biotec,Baddi Panacea Biotec,Baddi
The most important element of the work life is the work culture.
We promote the culture which is a blend of innovation,
performance, technology, reward, fun, trust and openness.
Our vision and values , performance acceleration oriented systems,
robust Reward and Recognition systems are instrumental in helping
us achieve the desired culture.
The true reflection of our work culture may be seen in the
values that we live :
y Innovation
y Pioneer
y Integrity
y Humane
y STUDY in Journal of
Organizational Dynamics :
Concluded from a study of 230
organizations from different countries
including North America, Asia, Europe ,
Africa having a STRONG &
POSITIVE ORGANIZATIONAL
CULTURE was associated with
Increased organization effectiveness
Increased sales
Profitability
Employee satisfaction
yCulture goes a long way in
determining the success of the
organization.
Thank you Mam!!!! Thank you Mam!!!!
Chapter 15: Cultivating Organizational
Culture
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