m






 
    

—  ! 
""

  
!#  

$$


OC refers to a system of ³Shared %&&


meaning´.




The basic assumptions and beliefs
that are shared by members of an '

organization. %
! 

!
(
)) 

* 

%


# 
(

*$


*(()


' ! &
$ (*
""
4`ost organizations have a Dominant 4A Subculture reflects common
culture and numerous sets of problems, situations or experiences that
Subcultures. members face.
Subculture can form Vertically or
Horizontally.
4A Dominant culture expresses the
core values that are shared by a
majority of the organization¶s
members.

4It is this macro view of culture that

gives an organization its distinct
personality.
*
+ ! ,$$
&

-
4Strong culture is characterized by
organization¶s core values being
intensely held, clearly ordered and ˜
    

widely shared.

 
4Effectiveness requires that an
organization¶s culture, strategy,
environment and technology be
aligned.

A strong culture may be more
potent than any formal structural
controls because culture controls
the mind and soul as well as body.
*
! !+ (!*

An Organisations current customs,
traditions and general way of doing
things are largely due to what it has
done before and the degree of success
it had with those endeavors.
 Kounder of Organization
 Kactors Important in sustaining
organization culture:
a) Selection Process
b) Top `anagement
c) Socialization
Œ#,()


  ! *

In addition to explicit orientation and

training programs, culture is  

transmitted to employees in a number
of other forms- the most potent being
through stories, rituals, material
Œ#
symbols and language«
()


.!!



 




(
* '$$


//

!
+01

4`ore than Kinancial statement and

Product synergy

4Weak Culture or Strong Culture

4Key cultural characteristics

0
*
!

""
‰es, An organisation culture has a 2 ˜

marked influence on its employees. `anagement theorists and consultants
have a vested interest in demonstrating
But should it be treated in the way its
that they can change undesirable
given??
situation.

As said by an author- 2 ˜ 

³If we take the concept of culture The fact that organisation cultures are
seriously, we may have to face the made up of relatively stable
possibility that cultural assumptions characteristics would imply that they
are virtually impossible to change.´ are very difficult for mgt to change.
2 
Can culture be managed??
Are there conditions under which
culture can be managed??
There seems to be increasing
agreement among theorists as to the
importance of the following
situational factors.
Dramatic Crisis.
Leadership Turnover.
Life cycle stage.
Age of the organisation.
Size of the organisation.
Strength of the current culture.
Absence of subcultures.
,$ 
(
$ 
!
///
* 
* 
)
$!!
-





(

((!
#&
3-