Culture and tty
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Transcript of Culture and tty
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ORGANISATIONAL CULTURE
http://www.youtube.com/watch?v=8YaThdcgQ9w
http://www.youtube.com/watch?v=8YaThdcgQ9whttp://www.youtube.com/watch?v=8YaThdcgQ9w -
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Exercise
Working in pairs, discuss Indian
Culture
What words help describe your
culture?
What pictures or images might
be used to describe your
culture?
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Work Unit
Climate
External Environment
TaskRequirements
Individual
Needs & ValuesMotivation
System (Policies
& Procedures)Structure
ManagementPractices
Mission &Strategy
OrganisationalCulture
Leadership
Individual & Organisational Performance
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Some definitions of culture
Shared patterns of behaviour (Mead, 1953)
Systems of shared meaning and
understanding (Geertz, 1973)
A set of basic assumptions which have
evolved over time and are handed down from
one generation to the next (Schein, 1985). The collective programming of the human
mind (Hofstede, 1991)
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Organisational culture ...
Organisational culture is determined by
the values of the organisation
Values are the basic concepts andbeliefs of an organisation
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Power Culture
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Role Culture
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Task Culture
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Person Culture
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Org culture and norms of behaviour
Values, attitudes and beliefs
Leadership style and behaviour
Informal groupings
Power, politics and conflicts
Goals, strategy, structure, systems Procedures, Financial, Management
The Org Iceberg
Senior and Fleming (2006)
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Levels of Corporate Culture
Artefacts
Norms
Basic
Assumptions
Values
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Artefacts
Visible symbols of the deeper levels of
culture, such as norms, values and basic
assumptions.
Include observable behaviours of members.
i.e. Clothing, language, structure, systems,
procedures and rules
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Norms
Sitting underneath these represent the
written rules of behaviour
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Values
....tells members what is important in the
organisation, and what deserves attention...
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Basic Assumptions
Deepest level
Taken for granted assumptions about how
organisation problems should be solved
...tell people how they should think, behaveand feel about things...
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Exercise
Working in groups, brainstorm
levels of Culture for an
organisation of your choice...
You the organisation.
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Weak culture organisations
No clear and easily understood values
Employees will not know how to
respond to particular situations in theworkplace
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Weak culture organisations
External environment is poorly
managed
Tend to be less successful than strongculture organisations
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Strong culture organisations
Have a clear and explicit philosophy
about how to conduct business
Management will shape the values andbeliefs
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Strong culture organisations
Ensure values are:
- relevant to the externalenvironment
- communicated to and
understood by allemployees
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Strong culture organisations
Employees know how their employer
wants them to respond in given
situations Manage the external environment well
Likely to be successful
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The cultural web ...
represents the determinants of
organisational culture
considers taken-for-granted
assumptions about the organisation
and physical indicators oforganisational culture
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Routines ...
are the scheduled and deliberate
practices of day-to-day life in an
organisation ensure the smooth running of the
organisation
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Stories...
represent an organisations history
highlight significant events and
people in the past
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Stories ...
are told to new organisational
members by existing members
highlight acceptable andunacceptable behaviour in the
organisation
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Symbols ...
represent the power an individual
has in an organisation
indicate the value of an individual tothe organisation
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Power structures ...
are groups of individuals with power
underpinned by a common set of values
and beliefs often based on technical or
professional expertise
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Organisational structure ...
determines where the power will
exist in the organisation
simple structure - power rests
with the owner
functional structure - power restswith senior management
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Organisational structure ...
divisional structure - power is
spread throughout the organisation
matrix structure - power rests
with individuals in the matrix
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Control systems ...
monitor what is important to the
organisation
can monitor money, budgets, people- rewards systems, work - efficiency and
effectiveness
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Deal & Kennedys cultures
The tough-guy macho culture
The work hard/play hard culture
The bet your company culture
The process culture
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The tough-guy macho culture
Decision making is short term,
rapid and risky
Success is short term for theorganisation and individuals
Failure is condemned, often by
dismissal
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The tough-guy macho culture
Almost impossible in the tough-guy
macho culture are:
- long-term success
- the creation of a strong
culture
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The work hard/play hard culture
Decision making is short term,
rapid and low risk
Often found in customer- orientedorganisations
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The work hard/play hard culture
Feedback is clear - targets have been
met, or not met, e.g. in a sales
organisation Motivation focuses on staff (individually
and in teams) to succeed by meeting
targets
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The bet your company culture
Decision making is long term and
high risk
Large and long-term investment in
R & D and innovation
Successful employees are matureand respect authority and technical
ability
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The process culture
Decision making is long term and low
risk
External environment is predictable andstable
Job titles and roles are important
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Exercise
Working in groups, brainstorm
levels of Culture for an
organisation of your choice... Youchoose organisation.
What elements could be changed?