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Transcript of Org Culture by Anand Mohan & Abhishekh k.
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OrganizationalCulture
By;Anand Mohan
&
Abhishek Kumpawat
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ORGANISATIONALSTRUCTURE
ORGANISATIONALCULTURE
Officialisation
Hierarchy
Policy/Rules
Norms
Heroes
Socialization
Language
Dialect
Facts
AttitudesBeliefs
Rumors'
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Organizational Culture
the set of shared values andnorms that controlsorganizational members
interactions with each otherand with people outside theorganization
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Organizational Culture
Values: general criteria, standards, orguiding principles that people use todetermine which types of behaviors,events, situations, and outcomes aredesirable or undesirable
Norms: kinds of behavior that are
considered acceptable or typical for agroup of people
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Organizational Culture
Based on enduring values embodied inorganizational norms, rules, standardoperating procedures, and goals
People use these elements to guide theiractions and decisions when faced withuncertainty and ambiguity.
Important influence on members behaviorand response to situations
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Comparison of Cultural Values
Americans Japanese ArabsFreedom
Independence
Self-relianceEquality
Individualism
Competition
Efficiency
Time
Directness
Belonging
Group harmony
CollectivityAge/seniority
Group consensus
Cooperation
Quality
Patience
Indirectness
Family security
Family harmony
Parental guidanceAge
Authority
Compromise
Devotion
Patience
Indirectness
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Do Organizations Have Uniform
Cultures?
CoreCore
ValuesValues
SubculturesSubculturesDominantDominant
CultureCulture
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Uniformity Of Culture
Dominant Culture Represents the core values shared by a majority of
members in the organization Guides the day today behavior of the organization. Subculture Represents values & norms held by small minority
members in the organization. Tend to develop in large organizations.
People belonging to same occupational groups havecommon problems Core Values The primary or dominant values that are accepted
throughout the organization.
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Level of EmployeeLevel of EmployeeTurnoverTurnover
Level of BehavioralLevel of BehavioralControlControl
Strong VersusStrong VersusWeak CulturesWeak Cultures
Commitment toCommitment to
Core ValuesCore Values
Intensity ofIntensity of
Core ValuesCore Values
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Elements ofCulture
Symbols &Symbols &LanguageLanguage
HeroesHeroes
StoriesStories RitualsRituals
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Components of OrganizationalCulture
Routine behaviors.
Norms shared by members.
Dominant values. Guiding philosophy for policies toward
employees and customers.
The rules of the game for getting along inthe organization.
The climate of the organization.
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Organizational Culture
y Defining boundaries
y Conveying identity
y Promoting commitment
y Controlling behavior
y Impeding change
y Inhibiting diversity
y Stifling creativity
y Blocking mergers &acquisitions
Functions Liabilities
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Four-Culture Typology
FragmentedFragmented
NetworkedNetworked
LowLow
HighHigh
SolidaritySolidarity
MercenaryMercenary
LowLow HighHigh
CommunalCommunal
Soc
iab
ilit
y
Soc
iab
ilit
y
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Networked Culture(This has high sociabilityand low solidarity leading to:)
Open physical spaces including social areas.
Decorations with such as photos.
Separated marked spaces to show territory (especially in negative
forms).
Much talk, including informal meetings.
Lots of use of email, phones, etc.
Attention to communicating in the 'right' way.
Socialising during work hours, which can be long.
People identify with one another.
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Mercenary Culture(This has low sociability andhigh solidarity leading to:)
Functional spaces that do the job and littlemore.
Displays of awards and recognitions.Talk is short and focused.Argument is confrontational.
Long hours when it is needed (which isoften). People identify with winning.
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Fragmented Culture(This has low sociabilityand low solidarity leading to:)
Private offices or people who work from home. Little talk or communications (with little
opportunity for casual chat too). Talk is focused on specific topics and kept
short. Most talk is directed to people outside the
organization. People identify with individualism and freedom.
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Communal Culture(This has high sociability andhigh solidarity leading to:)
Open plan spaces. Highly visible corporate symbols.
Focus on face-face communications. Persuasion is often based on guilt or shame. Work as living and vice-versa. Work-life
balance is irrelevant. People identify with company values
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How A Culture BeginsHow A Culture Begins
IndoctrinationIndoctrination& Socialization& Socialization
Hiring andHiring andRetentionRetention
Behavior andBehavior andRole ModelingRole Modeling
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Ways of Transmitting OrganizationalCulture
Employeeslearn
through:
Formal socializationpractices
Signs, symbols, stories
CeremonialRitesand
Ceremonies
Theorganizational
language
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Socialization:
the process by which members
learn and internalize the values andnorms of an organizations culture
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A Socialization Model
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Stages in the SocializationProcess
Prearrival StageThe period of learning in the socialization process thatoccurs before a new employee joins the organization.
Metamorphosis StageThe stage in the socialization process in which a newemployee changes and adjusts to the work, work group,and organization.
Encounter StageThe stage in the socialization process in which a newemployee sees what the organization is really like andconfronts the possibility that expectations and realitymay diverge.
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Entry Socialization OptionsEntry Socialization Options
Formal vs. Informal
Individual vs. Collective
Fixed vs. Variable
Serial vs. Random
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Formal vs. Informal
Formal tactics segregate newcomersfrom existing organizational members
during the learning process.With informal tactics, newcomers
learn on the job, as members of a
team.
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Collective vs. Individual
Collective tactics provide newcomerswith common learning experiencesdesigned to produce a standardizedresponse to a situation.
With individual tactics, each newcomerslearning experiences are unique, and
newcomers can learn new, appropriateresponses for each situation.
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Fixed vs.Variable
Fixed tactics give newcomers preciseknowledge of the timetable associatedwith completing each stage in thelearning process.
Variable tactics provide no informationabout when newcomers will reach a
certain stage in the learning process.
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Sequential vs. Random Sequential tactics provide newcomers with
explicit information about the sequence inwhich they will perform new activities or
occupy new roles as they advance in anorganization. With random tactics, training is based on
the interests and needs of individual
newcomers because there is no setsequence to the newcomers progress inthe organization.
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Ceremonial RitesOrganizations use several types of
ceremonial rites and ceremonies tocommunicate cultural norms andvalues. Rites of passage Rites of integration Rites of enhancement
O i i l Ri d
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Organizational Rites andCeremonies
Rites ofpassage
TYPE
Orientationprogrammes
Facilitate transition intonew roles; minimizedifferences in way rolesare carried out
Enhance power & identity;emphasize value of properbehavior
Encourage common feelingsthat bind memberstogether
EXAMPLE POSSIBLECONSEQUENCES
Companyceremoniese.g. Awards
OfficeParty
Rites ofenhance-ment
Rites ofintegration
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How Organizational CulturesHow Organizational CulturesSustainSustain
PhilosophyPhilosophyof theof the
OrganizationsOrganizationsFoundersFounders
OrganizationalOrganizationalCultureCulture
SelectionSelection
TopTopManagementManagement
SocializationSocialization
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How Organizational CulturesHow Organizational CulturesSustainSustain
Sources of Organizational Culture The organizations founder
Vision and mission
Past practices of the organizationThe way things have been done
The behavior of top managementContinuation of the Organizational Culture Recruitment of like-minded employees who fit Socialization of new employees to help them adapt to
the culture
d h
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Issues Associated withExternal Adaptation and Survival
Identifying the organization's primary mission,and selecting strategies to pursue it.
Setting specific targets. Determining how to pursue the goals, including
selecting an organizational structure andreward system.
Establishing criteria to measure individual andteam goal accomplishment.
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Issues Associated with InternalIntegration
Identifying methods of communication, anddeveloping a shared meaning for importantconcepts.
Establishing criteria for membership in groups andteams.
Determining rules for acquiring, maintaining, andlosing power and status.
Developing systems for encouraging desirablebehaviors and discouraging undesirable behaviors.
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Effects of Organizational Culture onEmployee Behavior and Performance
Allows employees to understand the firmshistory and current approach.
Fosters commitment to corporate philosophyand values.
Serves as a control mechanism for employee
behaviors. Certain cultural types may produce greater
effectiveness and productivity.
How to change anHow to chang
e an
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How to change anHow to change an
organizational cultureorganizational culture
CHANGE THECEO
ADD NEW
MEMBERS
INVOLVE
MEMBERS
CHANGE THE
REWARD SYS.
CULTURE
SHOCK
CHANGE VALUE
SYSTEM
CHANGE IN
O.C.
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Reference McShane Steven l. and Glinov Marry Ann Von, Organizational behavior, McGraw-Hill. Robbins Stephen P. and Judge Timothy A., Organizational behavior, PHI Learning. Prasad L. M., Organisational behaviour, Sultan Chand & Sons. www1.ximb.ac.in/users/fac/visiting/vfac.nsf/.../Org%20Culture.ppt siteresources.worldbank.org/.../Hopper_Organizational_Culture.ppt www2.tech.purdue.edu/Ols/courses/.../Orgculture.ppt http://chiakwongmin.blogspot.com/2005/06/goffee-and-jones-cultural-model.html
http://chiakwongmin.blogspot.com/2005/06/goffee-and-jones-cultural-model.htmlhttp://chiakwongmin.blogspot.com/2005/06/goffee-and-jones-cultural-model.html -
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