Beruflich Dokumente
Kultur Dokumente
1.1 INTRODUCTION
In the 1980's, we saw an increase in the attention paid to organizational culture as an
important determinant of organizational success. Many experts began to argue that
developing a strong organizational culture is essential for success. While the link between
organizational culture and organizational effectiveness is far from certain, there is no
denying that each organization has a unique social structure and that these social
structures drive much of the individual behavior observed in organizations. We will leave
the question of the relationship between culture and effectiveness for another discussion.
Social scientists have explored the notion of organisational culture as a perspective in
organisational theory over the past decades. Current interests in organisational culture
stems from at least four different sources: climate research, national cultures, human
resource management and from conviction approaches which emphasise the rational and
structural nature of the organisation to be unable to offer a full explanation of
organisational behaviour.
Research findings by means of organisational climate surveys that were conducted in the
1970s suggest that organisational culture seems to be a sophisticated approach to
understand the beliefs and attitudes of individual members about their respective
organisations.
Research findings by means of organisational climate surveys that were conducted in the
1970s suggest that organisational culture seems to be a sophisticated approach to
understand the beliefs and attitudes of individual members about their respective
organisations. Consequently, organisational culture is considered to be the great cureall for most organisational problems.
1Edgar Schein, Organizational Culture and Leadership John Wiley & Sons Inc. 2010
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demonstrate the crucial role leaders play in successfully applying the principles of culture to
achieve their organizational goals.
Peter J. Frost2 explores the connections between culture inside and outside organizations, and
to focus on a diverse range of methodologies useful in understanding organizational symbols,
rituals, language, and distribution of power. It focuses on theoretical discussions and analyses
of organizational culture and how the contributors distinguish the process of cultural change
from the deliberate management of that process.
Mats Alvesson and Per O. Ber3 has discussed broader social trends behind the interest in
organisational culture and symbolism. They discuss review of general arguments and claims
in support of broadly defined cultural perceptive and discussion of culture concepts as
applied to traditional fields of management.
CHAPTER NO 2
CONCEPTUAL FRAMEWORK
Definition: The problem of defining organizational culture derives from the fact that the
concept of organization is itself ambiguous. We cannot start with some "cultural phenomena"
2Peter J. Frost, Organizational culture Sage Publications, 1985
3Mats Alvesson, Per O. Ber, Corporate Culture and Organizational Symbolism: An
and then use their existence as evidence for the existence of a group. We must first specify
that a given set of people has had enough stability and common history to have allowed a
culture to form. This means that some organizations will have no overarching culture because
they have no common history or have frequent turnover of members.
Other organizations can be presumed to have "strong" cultures because of a long shared
history or because they have shared important intense experiences (as in a combat unit). But
the content and strength of a culture have to be empirically determined. They cannot be
presumed from observing surface cultural phenomena. Culture is what a group learns over a
period of time as that group solves its problems of survival in an external environment and its
problems of internal integration. Such learning is simultaneously a behavioural and an
emotional process. The deepest level of culture will be the cognitive in that the perceptions,
language, and thought processes that a group comes to share will be the ultimate causal
determinant of feelings, attitudes, espoused values, and overt behavior.
Culture can now be defined as (a) a pattern of basic assumptions, (b) invented, discovered, or
developed by a given group, (c) as it learns to cope with its problems of external adaptation
and internal integration, (d) that has worked well enough to be considered valid and, therefore
(e) is to be taught to new members as the (f) correct way to perceive, think, and feel in
relation to those problems. The strength and degree of internal consistency of a culture are,
therefore, a function of the stability of the group, the length of time the group has existed, the
intensity of the group's experiences of learning, the mechanisms by which the learning has
taken place (i.e., positive reinforcement or avoidance conditioning), and the strength and
clarity of the assumptions held by the founders and leaders of the group.
CHAPTER NO 3
3.1 INTRODUCTION TO ORGANISATIONAL CULTURE
Basically, organizational culture is the personality of the organization. Culture is comprised
of the assumptions, values, norms and tangible signs (artifacts) of organizations members
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and their behaviors. Members of an organization soon come to sense the particular culture of
an organization. Culture is one of those terms that are difficult to express distinctly, but
everyone knows it when they sense it. For example, the culture of a large, profit corporation
is quite different than that of a hospital which is quite different than that of a university. You
can tell the culture of an organization by looking at the arrangement of furniture, what they
brag about, what members wear, etc. -- similar to what you can use to get a feeling about
someone's personality.
Corporate culture can be looked at as a system. Inputs include feedback from, e.g., society,
professions, laws, stories, heroes, values on competition or service, etc. The process is based
on our assumptions, values and norms, e.g., our values on money, time, facilities, space and
people. Outputs or effects of our culture are, e.g., organizational behaviors, technologies,
strategies, image, products, services, appearance, etc.
The concept of culture is particularly important when attempting to manage organizationwide change. Practitioners are coming to realize that, despite the best-laid plans,
organizational change must include not only changing structures and processes, but also
changing the corporate culture as well.
There's been a great deal of literature generated over the past decade about the concept of
organizational culture -- particularly in regard to learning how to change organizational
culture. Organizational change efforts are rumored to fail the vast majority of the time.
Usually, this failure is credited to lack of understanding about the strong role of culture and
the role it plays in organizations. That's one of the reasons that many strategic planners now
place as much emphasis on identifying strategic values as they do mission and vision.
2. Attention to Detail: The degree to which employees are expected exhibit precision,
analysis and attention to detail.
3. Outcome Orientation: The degree to which management focuses on results or outcomes
rather than on the techniques and processes used to achieve those outcomes.
4. People Orientation: The degree to which management decisions are take into
consideration and the effect of outcomes on people within the organization.
5. Team Orientation: The degree to which work activities are organized around teams rather
than individuals.
6. Aggressiveness: The degree to which people are aggressive and competitive rather easy
going
7. Stability: The degree to which organizational activities emphasize maintaining the status
quo in contrast to growth.
3. Mechanistic Culture
The mechanistic culture exhibits the values of bureaucracy. Organizational jobs are created
around narrow specializations and people think of their careers mainly within these
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3.4 SUB-CULTURES
Each department of an organization may have its own culture representing a sub-culture of
the system. An organizational culture emerges when there is integration of all the departments
into a unified whole.
Researcher Jeffrey Sonnenfeld identified the following four types of cultures.
1. Academy Culture
Employees are highly skilled and tend to stay in the organization, while working their way up
the ranks. The organization provides a stable environment in which employees can develop
and exercise their skills. Examples are universities, hospitals, large corporations, etc.
2. Baseball Team Culture
Employees are "free agents" who have highly prized skills. They are in high demand and can
rather easily get jobs elsewhere. This type of culture exists in fast-paced, high-risk
organizations, such as investment banking, advertising, etc.
3. Club Culture
The most important requirement for employees in this culture is to fit into the group. Usually
employees start at the bottom and stay with the organization. The organization promotes from
within and highly values seniority. Examples are the military, some law firms, etc.
4. Fortress Culture
Employees don't know if they'll be laid off or not. These organizations often undergo massive
reorganization. There are many opportunities for those with timely, specialized skills.
Examples are savings and loans, large car companies, etc.
6. A strong culture creates greater synergy - A strong culture brings people together.
When people have the opportunity to (and are expected to) communicate and get to
know each other better, they will find new connections. These connections will lead to
new ideas and greater productivity - in other words, it will be creating synergy.
Literally, 1 + 1 + right culture = more than 10.
7. A strong culture makes everyone more successful - Any one of the other six reasons
should be reason enough to focus on organizational culture. But the bottom line is that
an investment of time, talent and focus on organizational culture will give all of the
above benefits. Not only is creating a better culture a good thing to do for the human
capital in the business, it makes good business sense too.
An organizations culture comes from what it has done before and the degree of
success it has had. The ultimate source of an organizations culture is its founders.
First, founders hire and keep only employees who think and feel the way they
do.
Second, they indoctrinate and socialize these employees to their way of thinking
and feeling.
The founders own behavior acts as a role model that encourages employees to
identify with them and thereby internalize their beliefs, values, and assumptions.
4. When the organization succeeds, the founders entire personality becomes embedded in the
culture of the organization.
Selection
The explicit goal of the selection process is to identify and hire individuals
who have the knowledge, skills, and abilities to perform the jobs within the
organization successfully.
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Top management
The actions of top management, what they say and how they behave, establish norms
that filter down through the organization as to:
o Risk-taking.
o How much freedom managers should give their employees.
o What is appropriate dress?
o What actions will pay off in terms of pay raises, promotions, and other
rewards?
Socialization
New employees are not fully indoctrinated in the organizations culture. They are
unfamiliar with the organizations culture and are potentially likely to disturb the
beliefs and customs that are in place.
Socialization
The process through which the employees are proselytized about the customs and traditions
of the organization is known as socialization. It is the process of adaptation by which new
employees are to understand the basic values and norms for becoming accepted members of
the organization. Socialization is a process made up of three stages: pre-arrival, encounter,
and metamorphosis.
The first stage, pre-arrival, encompasses all the learning that occurs before
a new member joins.
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In the second stage, encounter, the new employee sees what the
organization is really like and confronts the possibility that expectations
and reality may diverge.
Socialization
Process
Pre-arrival
Encounter
Metamorpho
sis
Productivity
Outco
mes
Commitmen
t
Turnover
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Rituals
Rituals are repetitive sequences of activities that express and reinforce the key values of the
organization, what goals are most important, which people are important, and which are
expendable.
Material Symbols
The material symbols convey to employees who is important, the degree of egalitarianism
desired by top management, and the kinds of behavior that are appropriate.
Language
Many organizations and units use language as a way to identify members of a culture or
subculture. By learning this language, members attest to their acceptance of the culture and
help to preserve it.
New employees are frequently overwhelmed with acronyms and jargon that, after six months
on the job, have become fully part of their language.
Culture is transmitted to employees in a number of ways; for example, through stories,
rituals, material symbols and language. The process of developing and sustaining
organizational culture is illustrated by the following figure by Robbins:
Top
management
Philosophy of
organization
s founders
Selection
criteria
Organization
culture
Socialization
3.10 CONCLUSION
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The future holds promise for companies that understand and nurture their cultures. Cultures
are not only able to create an environment, but they also adapt to diverse and changing
circumstances. As organizations begin to experience a revolution in structures, the study of
culture and the implications for change will become more important. Understanding of work
group subcultures within an organizations culture will influence strategies for changing
organizational culture and overcoming resistance to change programs.
Changing an organizations culture may be extremely difficult, as the processes that support a
particular organization or a departmental method of working are both interrelated and varied.
Organizational culture is self-perpetuating and highly resistant to change. Changes may cause
confusion, conflict and resistance.
Managers need to understand the nature and role of culture and how it may be altered. When
the role of culture is more clearly defined, managers can better understand its importance in
managing organizational change and its impact on day-to-day decision-making.
CHAPTER NO 4
ORGANISATIONAL CULTURE OF GOOGLE
4.1 INTRODUCTION
Organizational culture means a common perception
held by the organization's members. Google follows
the corporate culture. Googles mission is to organize
the worlds information and make it universally
accessible and useful. Google is home to countless
communities of unique people. They offer hundreds
of internal groups and clubs ranging from runners at
Google to theatre lovers and game developers. Many of these groups are actively engaged in
supporting diversity initiatives both at Google, and in their communities. Google Company
has packed a lot into a relatively young life. Since Google was founded in 1998, weve grown
to serve hundreds of thousands of users and customers around the world. Founders Larry
Page and Sergey Bring met at Stanford University in 1995. By 1996, they had built a search
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engine (initially called Backrub) that used links to determine the importance of individual
Webpages.
Intellectual curiosity and diverse perspectives drive their policies, their work
environment and our profits. It's the amazing diversity of Googles that allows them to
do extraordinary things.
1. Celebrating a culture of diversity: In 2010 they organized the 6th sense a weeklong
event with the theme of "diversity and inclusion" a first in Google India. Over 750 gougers
enthusiastically participated in this initiative to increase employee sensitivity and awareness
of differences across genders, cultures, and sexual orientation.
2. Awards: Google awarded with
many awards here some of them
National Association of
the
Deaf
(NAD)
Accessibility Award
Chamber
Commerce
(IGLCC):
of
Award
2nd
place
2010
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3. Benefits: The people we hire that make Googles culture what it is. Googles are
smart. They are inclusive, open and transparent, and they care. Googles want to
improve the world.
This creates a
sense
of
community that
brings
people
to Google, and
its why they
stay and this is
not by accident.
Google
works
hard to ensure
an inclusive culture where people can come to work, be themselves and thrive. Below
are some of our programs and benefits that are specifically focused on creating an
inclusive environment for all of our Googles.
Adoption Assistance
Day Care
Mother's Rooms
Accommodation Policies (including those for visually, mobility and hearing impaired
Googles)
They also make all reasonable accommodations to meet their obligations under laws
protecting the rights of the disabled.
1. Google has unique pattern of work but there is some minor diversity which makes it
effective.
2. Asians at Google: Asian Google Network (AGN)
The Asian Google Network was formed in 2007 with the goal to support
employee retention and career advancement, educate Google employees
concerning Asian American culture and perform community outreach.
Active AGN chapters in the U.S. include Ann Arbor, Boston, Mountain View,
New York, and San Francisco.
The mission of the Black Google Network (BGN) is to attract, recruit, retain
and develop Black talent at Google. Since its establishment, BGN has been
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In June 2006, the Black Google Network (BGN) began as a mailing list for
Black people at Google to communicate and establish a community.
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With all their technologies from search to Chrome to Gmail their goal is to make it as
easy as possible for you to find the information you need and get the things you need
to do done.
These programs form the backbone of their own business; theyve also enabled
entrepreneurs and publishers around the world to grow theirs.
Their advertising programs, which range from simple text ads to rich media ads,
help businesses find customers, and help publishers make money off of their content.
They also provide cloud computing tools for businesses that save money and help
organizations are more productive.
They build products that they hope will make the web better and therefore your
experience on the web better. With products like Chrome and Android
They want to make it simpler and faster for people to do what they want to online.
Theyre also committed to the open web, so theyre involved in various projects to
make it easier for developers to contribute to the online ecosystem and move the
web forward.
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Inc. was born in 1998, when Sun co-founder Andy Bechtolsheim wrote a check for
$100,000 to that entity which until then didnt exist.
2. Out of the office: The first Google doodle in 1998 was intended to let visitors to
the homepage know that Googles minders were offline at the Burning Man Festival
in Nevada. Theres now a team of doodlers and theyve posted more than 1,000
different doodles on homepages worldwide.
3. Do-It-Yourself ads: In 2000, we introduced Ad Words, a self-service program for
creating online ad campaigns. Today our advertising solutions, which include display,
mobile and video ads as well as the simple text ads we introduced more than a decade
ago, help thousands of businesses grow and are successful.
4. Gmail: no joke: On April Fools' Day in 2004, we launched Gmail. Our approach to
email included features like speedy search, huge amounts of storage and threaded
messages.
5. Gone public: Our Initial Public Offering of 19,605,052 shares of Class A common
stock took place on Wall Street on August 18, 2004.
6. Location: We acquired digital mapping company Keyhole in 2004, and launched
Google Maps and Google Earth in 2005. Today Maps also features live traffic, transit
directions and street-level imagery, and Earth lets you explore the ocean and the
moon.
7. Broadcast yourself: In 2006, we acquired online video sharing site YouTube. Today
60 hours of video are uploaded to the site every minute. Cat videos, citizen
journalism, political candidacy and double rainbows have never been the same.
8. The little green robot arrives: Amidst rumors of a Gphone, we announced
Androidan open platform for mobile devicesand the Open Handset Alliance, in
2007.
9. The comic heard round the world : Word got out about Google Chrome a day
ahead of schedule when a comic book introducing our new open source browser was
shipped earlier than planned. We officially launched on September 2, 2008.
10. CEO and chairman: Word got out about Google Chrome a day ahead of schedule
when a comic book introducing our new open source browser was shipped earlier
than planned. We officially launched on September 2, 2008.
11. Google+ : In June 2011, we introduced the Google+ project, aimed at bringing the
nuance and richness of real-life sharing to the web, and making all of Google better
by including people, their relationships and their interests.
They first wrote these 10 things when Google was just a few years old. From time to time
they revisit this list to see if it still holds true. They hope it does and you can hold them to
that.
Since the beginning, they have focused on providing the best user experience
possible. Whether were designing a new Internet browser or a new tweak to the look
of the homepage, we take great care to ensure that they will ultimately serve you,
rather than our own internal goal or bottom line.
Our homepage interface is clear and simple, and pages load instantly.
Placement in search results is never sold to anyone, and advertising is not only clearly
marked as such, it offers relevant content and is not distracting.
The world is increasingly mobile: people want access to information wherever they
are, whenever they need it. Theyre pioneering new technologies and offering new
solutions for mobile services that help people all over the globe to do any number of
tasks on their phone, from checking email and calendar events to watching videos, not
to mention the several different ways to access Google search on a phone
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They offer Googles search interface in more than 130 languages, offer people the
ability to restrict results to content written in their own language, and aim to provide
the rest of their applications and products in as many languages and accessible formats
as possible.
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Recognitions like The Founders Award provides incentives for employees to do the
best work they can do, the rewards from which, paid in the form of Google Stock
Units that vest over time, are pretty enticing.
4.8 CONCLUSION
We studied the characteristics of a learning culture and the implications for leadership of the
realities of creating such a culture in an increasingly turbulent and unpredictable world.
Reviewed the culture change issues at the major stages of organizational development and
focused on the leadership role in developing strategy.
Learning and change cannot be imposed on people. Their involvement and participation is
needed in diagnosing what is going on, in figuring out what to do, and in actually bringing
about learning and change. The more turbulent, ambiguous, and out of control the world
becomes, the more the learning process must be shared by all the members of the social unit
doing the learning. In the end, we must give organizational culture its due. Can we recognize
as individual members of organizations and occupations, as managers, as teachers and
researchers, and sometimes as leaders how deeply our own perceptions, thoughts, and
feelings are culturally determined? Ultimately, we cannot achieve the cultural humility that is
required to live in a turbulent culturally diverse world unless we can see cultural assumptions
within ourselves.
In the end, cultural understanding and cultural learning starts with self-insight.Google is great
search engine for information. People can learn most of things from Google. Google is link
for two people who are at different area. Google create whole world at small screen.
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BIBLIOGRAPHY
BOOKS:
1. Orla ODonnell, Richard Boyle, Understanding and Managing Organisational Culture,
Institute of Public Administration, 2008.
2. Richard J. Black, Organisational Culture: Creating the Influence Needed for Strategic
Success 2003.
https://new.edu/resources/organizational-culture--
5http://www.google.com/diversity/index.html
http://static.googleusercontent.com/external_content/untrusted_dlcp/
www.google.com/en//diversity/pdf/Google-Diversity-and-Inclusion-2011-Annual-
Report
http://www.officevibe.com/
http://www.managementstudyguide.com/organization-culture.htm
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