Presentation on Organizational

Culture and Work Ethics

Course Title: Organizational Behavior
Course no : IPE 455

Presented by Reg. no.

Nahian Ismail 2012334002
Parvez Shaikh 2012334003
Nurul Ahad 2012334004
Nafiz Hannan 2012334005
Rasel Al-Masud 2012334006

Group-A

Dept: of Industrial and Production Engineering, SUST

 Culture

Culture is the characteristics and knowledge of a

particular group of people, encompassing
language, religion, cuisine, social habits, music
and arts.

Edward Taylor's definition of culture is that

complex whole which includes knowledge, belief,
art, morals, law, custom, and any other
capabilities and habits acquired by man as a
member of society
Organizational
Culture
A system of shared meaning held by
members that distinguishes the
organization from other organizations

It is Composed of seven key

characteristics
Seven Characteristics of Organizational
Culture
1. Innovation and Risk Taking
2. Attention to Detail
3. Outcome Orientation
4. People Orientation
5. Team Orientation
6. Aggressiveness
7. Stability
 Culture Is a Descriptive Term
Culture
Organizational culture is
concerned with how
employees perceive an
organizations culture, not
whether or not they like it
Descriptive
Job Satisfaction
Measures affective responses
to the work environment:
concerned with how
employees feel about the
organization
Evaluative
Do Organizations Have Uniform Cultures? 15-6

The dominant culture expresses the core values that are shared
by a majority of the organizations members

Subcultures tend to develop in large organizations to reflect

common problems, situations, or experiences of members

Subcultures mirror the dominant culture but may add to or

modify the core values
 Strong Cultures 15-7

In a strong culture, the organizations core values are both

intensely held and widely shared
Strong cultures will:
Have great influence on the
behavior of its members
Increase cohesiveness
Result in lower employee
turnover
 Culture Versus Formalization 15-8

Both seek predictability, orderliness, and consistency

Culture controls by increasing behavioral consistency
Formalization controls through policies and written
documentation
Strong cultures can be a substitute for formalization
Cultures Five Basic Functions 15-9

Defines Boundaries
Conveys a Sense of Identity
Generates Commitment Beyond Oneself
Enhances Social Stability
Sense-making and Control Mechanism
 Culture as a Liability 15-10

Barrier to Change
Culture is slow to change even in a dynamic environment
Barrier to Diversity
Culture seeks to minimize diversity
Can embed prevalent bias and prejudice
Barrier to Acquisitions and Mergers
Most mergers fail due to cultural incompatibility
 Creating Culture 15-11

Ultimate source of an organizations culture is its founders

Founders create culture in three ways:
By hiring and keeping those who think and feel the same way they
do

Indoctrinating and socializing those employees to their way of

thinking and feeling

Acting as a role model and encouraging employees to identify

with them
Keeping a Culture Alive 15-12

Selection seek out those who fit in

Top Management establish norms of behavior by their
actions
Socialization help new employees adapt to the existing
culture
A Socialization Model 15-13

Pre-arrival initial knowledge about the organization and own

unique ideas
Encounter exposed to the organization
Metamorphosis member changed to fit within the
organization
Dimensions of
Socialization Programs
Intense Programs
Formal new workers separated
for training
Collective group basis
Fixed planned activities
Serial role models used
Divestiture strip away
characteristics to build up new
ones
15-14
Moderate Programs
Informal new workers
immediately put to work
Individual one-on-one
Variable no timetables
Random on your own
Investiture accepts and confirms
existing characteristics
How Employees Learn Culture 15-15

Culture is transmitted to employees

through:
Stories provide explanations
Rituals reinforce key values
Material Symbols convey
importance
Language identify and
segregate members
 Work Ethics
Work ethics include not only how one feels about their
job, career or vocation, but also how one does his/her
job or responsibilities. This involves attitude, behavior,
respect, communication, and interaction; how one gets
along with others. Work ethics demonstrate many things
about whom and how a person is.

Work ethics involve such characteristics as honesty and

accountability. Essentially, work ethics break down to
what one does or would do in a particular situation. The
begging question in a situation involves what is right
and acceptable, and above board, versus what is
wrong, underhanded, and under the table.
Creating an Ethical Organizational Culture 15-17

A strong culture with high risk tolerance, low-to-

moderate aggressiveness, and focuses on means as
well as outcomes is most likely to shape high ethical
standards

Managers must be visible role models

Communicate ethical expectations
Provide ethical training
Visibly reward ethical acts and punish unethical ones
Provide protective mechanisms
Creating a Positive Organizational 15-18

Culture
A positive culture is one that emphasizes
the following:

Building on Employee Strengths

Rewarding More Than Punishing
Emphasizing Vitality and Growth of the
Employee
Global Implications 15-19

National and Organizational Cultures:

Organizations exist in a global context
Must be aware of local and national cultures
Suggestions and Observations:
Organizations heavily dependent on foreign markets
and labor
National culture does influence organizational
culture
All managers must be culturally sensitive
Implications for Managers 15-20

Create the culture you

want when the
organization is small and
new
If established culture needs
to be changed, expect it
to take years
Keep in Mind 15-21

Organizational culture is concerned with how employees

perceive the culture, not whether or not they like it
Ethical and positive organizational cultures can be created
methods differ
National culture influences organizational culture