Manoj.ghadge_OTPR.course [Session 11]
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Transcript of Manoj.ghadge_OTPR.course [Session 11]
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Organizational Culture
Coordinator & Facilitator
Manoj M Ghadge
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In this Session
What is culture and how it is reflected in
the organization ?
How culture is interpreted ?
Types of culture and organizational
design
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What is CULTURE
Values, norms, guiding beliefs, and understanding that
is shared by members of an organization and
taught to new members as the correct way to
think.
the way we do things here is our culture; the way we
look at problems and respond to them is our culture.
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What constitute the Culture ?
Values: customer centrality no guest should leave the hotel
unhappy
Norms: companies leadership right up to the CEO, will support
any employee decision that puts guest front and center.
Guiding beliefs and understanding :
- People from small towns still carry the traditional Indian values
- Employees can deal with guest without consulting a supervisor
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Observable aspects of Culture
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What constitute the Culture ?
Rites and ceremonies
Elaborate and planned activities that make up a special event
conducted for the benefit of an audience
The Taj Business Excellence Awards ceremony
the rites of passage: transition of employees in a new social role the
managing directors club, the COOs club
the rites of integration: which creates common bonds and good feeling
among employees the training grounds for new recruits
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What constitute the Culture ?
Stories and myths- narratives about the organization shared
among employees.
Stories and myths give a reference point in the history of the
organization.
Mobilize employee emotions in favor of the organization
The patriotic root of the Taj Group of Hotels
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SYMBOLS
Symbols: physical artifacts of the organization;
The artifact of the Hotel .
Symbol represents the deeper values of the organization.
Symbol represents the legends and stories of organization.
Symbols acts as a source of inspiration for the organization
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Organizational structure : tells about the assumption and
values the organization hold about its people
Organic and Mechanistic
Recognition comes from immediate supervisor and not fromtop management.
Power relationship: which departments or people can
exercise the power?
Authority to take financial decision by a trainee Control System: how the organization control people; include
reward system
recognition as reward system
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CULTURE & DESIGN
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Adaptability Culture
Focus on external environment
Flexibility and change to meet the customer need
Promote entrepreneurial values, norms, and belief
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THE MISSION CULTURE
Focused on serving specific customer without a need for rapid
change
Focus on a clear vision and achievement of organizational goal
Employee performance is measured against individual
performance
High level of competitiveness and profit orientation
Performance and Execution focused work culture HUL
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THE CLAN CULTURE
Focus on involvement and participation of employees and on
rapidly changing expectation of environment
Focus on meeting the need of employee as a route to high
performance
Employee First, Customer Second - HCL Technologies
360 degree feedback
Service ticket
Recognition for added value
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THE BUREAUCRATIC CULTURE
Has an internal focus and consistency orientation for a stable
environment
Following established policies and practices are ways of
achieving goal
NTPC
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Culture Strength and Organizational
Subculture
Culture Strength degree of agreement among members of
an organization about the importance of specific values.
Subcultures- organizations may have several subculture
HUL the culture of a marketing team and research team may
not be the same.
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THE NATIONAL CULTURE
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THANK YOU!
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