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VISION
MISSION
STRATEGIS
STRUCTURE
CULTURE
BEHAVIOUR
PERFORMANCE
INSTITUTIONALIZATION: A
FORERUNNER OF CULTURE
A CONDITION THAT OCCURE WHEN AN
ORGANIZATION TAKES OWN A LIFE OF
ITS OWN, APART FROM ANY OF ITS
MEMBERS , AND ACQUIRES
IMMORTALITY .
INSTITUTIONALIZATION OPERATES TO
PRODUCE COMMON
UNDERSTANDINGS AMONG MEMBERS
ABOUT WHAT IS APPROPRIATE AND ,
FUNDAMENTALLY , MEANINGFUL
BEHAVIOURE.
• WHEN AN ORGANISATION BECOME
INSTITUTIONLIZED, IT BECOMES VALUED
FOR ITSELF, NOT MERELY FOR THE GOODS
OR SERVICES IT PRODUSES. IT ACQUIRES
IMMORTALITY IF ITS OREGIONAL GOALS
ARE NO LONGER RELEVANT, IT DOESN’T
GO OUT OF BUSINESS.RATHER, IT
REDEFINES ITSELF.
WHAT IS ORGANIZATIONAL
CULTURE
Organizational culture is a
communicatively constructed,
historically based system of
assumptions, values, and interpretive
frameworks that guide and constrain
organizational members as they perform
their organizational roles and confront
the challenges of their environment.
DEFINITION
ORGANIGATIONAL CULTURE :A SYSTEM
OF SHARED MEANING HELD BY
MEMBERS THAT DISTINGUISHES THE
ORGANEZATION FROM OTHER
ORGANEZATIONS.
THIS SYSTEM OF
SHARED MEANING IS,ON CLOSER
EXAMINATION,A SET OF KEY
CHARACTERISTICS THAT THE
ORGANIZATION VALUES.
CHARACTERISTICS OF
ORGANIZATION’S CULTURE
1. INNOVATION AND RISKTAKING.
2. ATTENTION TO DETAIL.
3. OUTCOME ORIENTATION.
4. PEOPLE ORIENTATION.
5. TEAM ORIENTATION.
6. AGGRASIVENESS.
7. STABILITY.
Culture is a discriptive term
Organizational culture is with how
employees perceive the characteristics of
an organization’s culture, not with whether
they like them. That is descriptive term .
This is importantbecause it differentiates
this concept from job satisfaction.
Job satisfaction seeks
measure affective responses to work
environment. It’s concerned with how
employees feel about the organization’s
expectations, reward practices and the like.
•Do organization have uniform
culture
1.Dominant culture – It expresses the core values
that are shared by majority of the organization’s members .
2.Subculture - In large organizations to reflect
common problems, situations ,or experiences that members
.
face
3. Core values
•Strong versus weak culture
•Culture versus formalization
Cont.
4.Strong versus weak culture :
In a strong culture, will have a great influence on the behavior of its members because the high degree of sharedness and
intensity creates an internal climate of high behavioral control.
It is directly related to reduce turnover.
Culture versus formalization:
A strong organizational culture
increases behavioral consistency. In
this sense, we should recognize that a
strong culture can act as a substitute
for formalization.
High formalization in an
organization creates predictability,
orderliness and consistency. A strong
culture also achieves the same end
without the need for written
documentation.
WHAT DO CULTURE DO
•Culture function’s
•Culture as a liability
•Barriers to change
•Barriers to diversity
•Barriers to acquisitions and
mergers
Culture function’s
1.It has a boundary- defining role ; that is, it
creates distinctions between one organization
and others.
2.It conveys a sense of identity for organization
members.
3.Culture facilitates the generation of
commitment to something larger then one’s
individual self-interest.
4.It enhances the stability of the social system.
Culture as a liability
culture enhances organizational
commitment and increases the
consistency of employee
behavior. In point of view of
employee’s culture is valuable
because it reduces ambiguity .
it tells employees how things
are done and what’s important.
Barriers to change
When an environment is
undergoing rapid change , an
organization’s entrenched
culture may no longer be
appropriate. So consistency of
behavior is an asset to an
organization when it faces a
stable environment.
Barriers to diversity
Hiring new employees who, because of race,
age ,gender, disability, or other differences, are
not like the majority of the organization’s
members creates a paradox. Management
wants new employees to accept the
organization’s core cultural values. Strong
cultures put pressure on employees to conform
They limit the range of values and styles that
are acceptable.
Barriers to acquisitions and
mergers
The key factors that management looked at in
making acquisition or merger decisions were related
to financial advantages or product synergy. In recent
years, cultural compatibility has become the primary
concern. While a favorable financial statement or
product line may be the initial attraction of any
acquisition candidate , whether the acquisition
actually works seems to have more to do with how
well the two organization’s culture match up.
CREATING AND SUSTAINING CULTURE
HOW A CULTURE BEGAIN:- An
organization’s current customs, traditions and
general way of doing thing are largely due to
what it has done before & the degree of
success it has had those endeavors.
The founders of an organization traditionally
have a major impact on that organization’s
early culture.
KEEPING A CULTURE ALIVE
Once a culture is in place, there are practice with in
the organization that act to maintain it by giving
employees a set of similar experiences.
Reward those who support culture, and penalize
those who challenge it.
Three forces play a particularly important role in
sustaining a culture.
SELECTION
Select those people who have the knowledge,
skill, ability to perform the job within the
organizations.
TOP MANAGEMENT
The action of top management also a major
PREARRIVAL STAGE
The period of learning in the socialization
process that occurs before a new employee join
the organization.
HOW EMPLOYEE LEARN CULTURE
These four part are important to learn a
organization’s culture;
1. Stories
2. Rituals
3. Material
4. Language
STORIES
The stories of good personality always helpful
for the employee.
RIYUALS:-
Rituals are every organizational practices that
are repeated routinely.
They help achieve desired behavior from
employees.
MATERIAL SYMBOLS
These material convey to employee who is
important the degree of egalitarianism desired by
top management and kind of behavior (risk
taking, social ) that are appropriate.
LANGUAGE
Many organization and units with in
organization use language as a way of identify
members of a culture .
Ethical Organizational Culture
A strong organizational culture will exert more influence on a
strong employee than a weak one. If the culture is strong and
support high ethical standards, it should have a very powerful
and positive influence on employee behavior.
For example, Johnson & Johnson has a strong culture that has
long stressed corporate obligation to customers, employees, the
community and shareholders, in that order.
When poison Tylenol was found on store shelves, employees at
J&J across the united states independently pulled the product
from these stores before management had even issued a
statement. No one had to tell these individuals what was morally
right.
Be a visible role model
employees will look to the behavior of top
management as a benchmark for defining
appropriate behavior.
when senior management is seen as taking the
ethical high road, it provides a positive
message for all employees.
Communicate ethical expectations
ethical ambiguities can be minimized by
creating and disseminating an organizational
code of ethics. it should state the organization
primary values and the ethical rules that
employees are expected to follow.
Provide ethical training
set up seminars, workshops and similar ethical
training programs. Use this training sessions to
reinforce the organizations standards of
conduct, to clarify what practices are and are
not permissible, and to address possible ethical
dilemmas.
Visibly rewards ethical acts and punish
unethical ones
performance appraisals of managers should
include a point-by-point evaluation of how his
and her decisions measure up against the
organizations code of ethics. People who act
ethically should be visibly rewarded for their
behavior. Just as importantly, unethical acts
should be conspicuously punished.
Provide protective mechanisms
the organization need to provide formal
mechanisms so that employees can discuss
ethical dilemmas and report unethical behavior
without fear of reprimand. This might include
creation of ethical counselors, ombudsmen, or
ethical officers.
Positive organizational culture
A culture that emphasizes building on
employee strengths, rewards more than it
punishes, and emphasizes individual
vitality and growth.
Creating a Positive Organizational Culture