A ORGANIZATIONAL CULTURE

8/7/2019 A ORGANIZATIONAL CULTURE

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ORGANIZATIONAL

CULTURE


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GROUP MEMBERS

SHEETAL

TRUSHNA

YESHA

HERAL

ANKITA

SHRIMA

NIKITA HASRAT

SWETA

DHWANI


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INDEX

1. What is organizational culture?

2. What do cultures do?

3. Creating and Sustaining culture4. How Employees Learn Culture?

5. Creating an Ethical Organizational Culture

6. Creating an positive Organizational Culture

7. Spiritual and Organizational Culture


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YESHA

Presented by


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WHAT IS ORGANIZATIONAL CULTURE?

DEFINITION:

A system of shared meaning held by membersthat distinguishes the organizational from other

organizations.


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CHARACTERISTICS OF ORGANIZATIONAL

CULTURE

Innovation and risk taking

Attention to detail

Outcome orientationPeople orientation

Team orientation

Aggressiveness

Stability


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LEVELS OF CULTURE

NATIONALCULTURE

BUSSINESSCULTURE

MANAGEMENT

Occupational cultureOrganizational Culture


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TRUSHNA

Presented by


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DIFFERENT VIEWS OF ORGANIZATIONAL

CULTURE

Culture is a Descriptive Term

Do Organizations have different cultures?

Strong versus Weak CulturesCulture versus Formalization


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CONTINUE

Culture is a Descriptive Term:-

Organization culture is concerned with how

employees perceive the characteristics of anorganization's culture. it differentiates this

concept from that job satisfaction

Job satisfaction seeks to measures affective

responses to the work environment.


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CONTINUE

Do Organizations have different cultures?

organizational culture represents a common

perception held by the organizations members.

1. Dominant culture:-

A culture that expresses the core values that shared bya majority of the organizations members.

2. Sub cultures:-

Mini cultures within an organization, typically defined bydepartment designation and geographical separation

3. Core values:-

The primary or dominant values that are accepted

throughout the organization.


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CONTINUE

Strong versus Weak Cultures:-

cultures in which the core values are

intensely held and widely shared.

Culture Versus formalization:-

A strong organizational culture

increases behavioral consistency.

In this senseit should substitute for formalization.

Organizational Culture Versus National cultures


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SHRIMA

Presented by


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ORGANIZATIONAL SUBCULTURE

DOMINANT CULTURE-that is the theme sharedmost widely by the organizational members.

COUNTER CULTURE- they directly oppose the

organizations core values. Create conflict

Two important function:

1. They maintain organizations standards ofperformance and ethical behavior.

2. They are spawning grounds for immerging values thatkeep the firm aligned with the needs of customers,suppliers, society and other share holders.


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WHAT DO CULTURES DO?

Cultures Functions

Culture as a Liability

1.

Barriers to change2. Barriers to Diversity

3. Barriers to Acquisitions and Mergers


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HASRAT

Presented by


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HOW CULTURE IS CREATED.?

Organizational culture forms in response to two

major challenges that confront every

organization.

1. External adaption and survival

Mission and Strategy

Goals

Means

Measurement


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CONTINUED

2. Internal Integration

Language and concepts

Group and team boundariesPower and status

Reward and punishment


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CONTINUE

Organizationalculture

Cultureformation

around criticalincidents

Identification

with theLeaders

Property RightSystem

OrganizationalStructure

OrganizationalEthics

Characteristics

of employees


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SHEETAL

Presented by


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CREATING AND SUSTAINING

CULTURE

How a Culture BeginsCurrent custom, tradition and

general way- before

Culture creation occurs in 3 ways

Adopts employees

1. Who think and feel the same way they do2. Socialize these employees to theirway of thinking

3. Founders own employees who think rolemodel to top

Keeping a Culture Alive

selection Top Management

Socialization


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A SOCIAL MODEL

Pre arrival Encounter Metamorphosis

productivity

Commitment

Turnover

outcomesSocialization Process


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HOW ORGANIZATIONAL CULTURE

FORMS

Philosophy of

organizations

founders

Selection

criteria

Top

Management

Organization

culture

socialization


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NIKITA

Presented by


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CHANGING ORGANIZATIONAL

CULTURE

The Behavioral Approach

The Competing Values Approach

The Deep Assumption Approach


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CONTINUE

Culture changes become necessary in the

following circumstances.

Culture of an org. does not fit in a changing

Environment.

If the Industry is extremely competitive and

changes rapidly.

If company is worse.

If organization is about to become a large one.

If company is smaller and growing rapidly.


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HOW EMPLOYEES LEARN CULTURE

Stories

Rituals

Material symbols Language


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HOW EMPLOYEES LEARN CULTURE

Stories

Ford motor co., Nike

Rituals

Rituals are representative sequences of activities that express

and reinforce the key values of the organization .Ex.: Wal-Mart

Material symbols

top executives provided services.

Language

Unique terms-Jargons, Acronyms.


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IMPORTANCE OF CULTURE

Effective Control

Promotion of Innovation

Strategy Formulation and Bnnovation StrongCommitment From Employees

Performance and Satisfaction


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CREATING AN ETHICAL ORGANIZATIONAL

CULTURE

Be a visible Role model

Communicate ethical expectations

Provide ethical training Visibly reward ethical acts and punish unethical

ones

Provide protective mechanism


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HERAL

Presented by


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CREATING A CUSTOMER-RESPONSIVE

CULTURE

Key variable shapingCustomer-Responsive

Cultures.

1. Type of employees themselves.

2. Low formalization.

3. An extension of low formalization.

4. Good listening skills.

5. Role clarity.


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CONTINUE

Managerial Action:

1. Selection

2. Training And Socialization

3. Structural Design

4. Empowerment

5. Leadership

6. Performance Evaluation

7. Reward Systems


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DHWANI

Presented by


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SPIRITUALITY AND ORGANIZATIONAL

CULTURE

What is Spirituality:-

Workplace Spirituality is not about organized

religious practices. Workplace Spirituality

recognizes that people have an inner life that

provision and it provision by meaningful work

that takes place in the context of community.


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CONTINUE

Why Spirituality Now: -

1. Contemporary Lifestyle-Single parents families,geographic mobility, the temporary nature of jobs,

new technologies that create distance betweenpeople.

2. The desire to integrate personal life values withones professional life.

3. An increase numbers of people are findings thatthe pursuit of more material acquisition leavesthem unfulfilled.


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CONTINUE..

Characteristics Of a Spirituality Organization:

1. Strong Sense ofPurpose

2. Focus on Individual Development

3. Trust and Respect

4. Humanistic Work Practices

5. Toleration of employee Expression


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CONTINUE..

Criticisms Of Spirituality

1. Scientific Foundation

2. Organization legitimate

3. Economic Scale


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ANKITA

Presented by


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CULTURE AND NATION

The culture of a country of a country becomes animportant determination of peoples behaviors.There are culture differences in doing businessbetween two countries.

1. Social Institution:-

Countries differ considerably in the kind of socialinstitutions they have the way their education

system function, the way financial system woks, thestructure of governance, and so on which have adirect impact on how business is conducted in thatcountry.


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CONTINUE..

2. Public Policy and Legal Framework:-

Government policies and legal systems of

different countries, also often, reflect the culture

values of the country. These legal and policyframeworks influence business practices in two

ways:

a) They determine the broad framework for doing

business in a country and,

b) They influence and circumscribe management

practices within the company.


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CONTINUE..

3. Society Culture Values:-

The most pervasive impact on the businessculture and practices in a country comes from the

broad culture values of societya) Culture value allow certain kinds of businesses to

flourish, while not providing the right climate for others.

b) The culture values of the society define the meaningand reason of a business, and how it is organized.

c) Cultural values have a major influence on the waypeople relate to each other and what they aspire for ina job.


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SHEETAL

Presented by


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INNOVATION

Definition:

innovation is the process of converting a

creative idea into a useful product.


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INNOVATION IN ORGANIZATION

Stage 1Setting The

Agenda

Stage 2Setting The

Stage

Stage 3Testing And

ImplementingThe Idea

Stage 4AssessingThe Output

E

N

D

Success

Failure


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A ORGANIZATIONAL CULTURE

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