Org.cuorg culturelture - KIIT
-
Upload
nikhil-prakash -
Category
Documents
-
view
238 -
download
0
Transcript of Org.cuorg culturelture - KIIT
-
7/30/2019 Org.cuorg culturelture - KIIT
1/20
Organizational Culture&
Ethics
Dr. Sumita [email protected]@gmail.com
mailto:[email protected]:[email protected]:[email protected]:[email protected] -
7/30/2019 Org.cuorg culturelture - KIIT
2/20
Organization Culture is the set of shared values & normsthat controls organization members interaction with eachother and with people outside the organization
Organizational Culture
o Values are general criteria, standards or guiding principles thatpeople use to determine which types of behavior, events,situations & outcomes are desirable or undesirable
1. Terminal Values 2. Instrumental ValuesDesired End States
/outcomes (highquality, excellence
Desired modes ofbehavior (beinghelpful, working
hard, conservative)
Values exist in norms. Norms are standards or styles of behavior thatare considered acceptable for a group of people (Courteous topeople etc.)
-
7/30/2019 Org.cuorg culturelture - KIIT
3/20
Organizational Culture
Org. Culture Iceberg
Observable symbols, ceremonies,Stories, behaviors, dress, physicalSettings etc.
Underlying values, beliefs, attitude& feelings
Org. Culture serves mainly-to integrate (internally) members so thatthey relate to one another
-to help the org. adapt (externally) tothe environment by guiding behaviortowards goals
-
7/30/2019 Org.cuorg culturelture - KIIT
4/20
Organizational Culture
Rites
Org.Socialization Stories
Symbols
Language
-
7/30/2019 Org.cuorg culturelture - KIIT
5/20
Organizational Culture
Org.Socializatio
n
Org. socialization is the process by which memberslearn & internalize the values & norms of an orgs
cultureo Van Mannen & Schein identified 12 tactics of
socialization through a process of role orientationo Role orientation is the characteristic way in which new
comers respond to a situationo Institutionalized vs. Individualized Role Orientation
1. Inst. Meaning ExampleRole Orientation (Tactics) (Arthur Anderson)
Collective Common learning experience toproduce a standard response
Indoctrination of newcomers as a group
Formal Segregation of newcomers during
socialization
Training of new comers
at a training centerSequential Explicit Information about the sequence
in which they perform activitiesSequenced Timetable
Fixed Time table of training process Six week course & 8hr. a day classes
Serial Org. Models as role models
Divestiture Newcomers receive vesocial support
Indoctrination by org.members
-
7/30/2019 Org.cuorg culturelture - KIIT
6/20
Organizational Culture
2. Individualized Meaning ExampleRole Orientation (Tactics) (VDS India)
Individual Newcomers learn new uniqueresponses
No formal training
InformalNewcomers are socialized on the
jobTraining of new comers
on the job
Random Training is based on the needs &interests of the individual
On selection of job portfoliosind. are trained
Variable Newcomers learn as when required Informal buddy
sessionsDisjunctive Individuals figure out their own
behaviorNo org. role models
Investiture Newcomers receivepositive social
support
-
7/30/2019 Org.cuorg culturelture - KIIT
7/20
Institutionalized Role Orientation
StrengthsFormation of a strong org. culture
Weaknesses
-Organization Isomorphism-Adaptation to environment changes becomes an issue
Individualized Role Orientation
Strengths-Balance of innovation vis--vis creativity
-Quick response to environment issues
Weaknesses-chaotic training & socialization
Organizational Culture
Org.
Socialization
-
7/30/2019 Org.cuorg culturelture - KIIT
8/20
Organizational Culture
RitesOrg rites & ceremonies are elaborate, planned
activities that make up a special event & areconducted for the benefit of an audience. They areused as examples to indicate what a company values
o Four types of rites appear in organizations
Type of Rite Example Consequences
Passage Induction, BasicTraining
Transition of peopleinto roles that arenew to them
Enhancement Annual Awards Night,Convocation
Increase socialidentities & statuses
Renewal Appraisals, Inspections Improve org.functioning
Integration Holiday Parties, Picnicsetc.
Revive common feelingsto bind people tothe org.
-
7/30/2019 Org.cuorg culturelture - KIIT
9/20
Org. stories are narratives based on trueevents that are frequently shared amongorg. employees and told to new employees toinform them about the org.
-Stories are about company heroes (Narayan Murthyat Infosys)
-Stories are considered legends when the events arehistoric & may have been decorated with fictionaldetails (Infosyss rise to power)
-Stories which are consistent with the values of the
org. but are not supported by facts are myths (Theadvertisement campaigns of soft-drink majors suchas coke & Pepsi)
Organizational Culture
Stories
-
7/30/2019 Org.cuorg culturelture - KIIT
10/20
Org. symbols are certain things that representthe core values indirectly.
-Stories, rites, ceremonies are all symbols.
-Physical symbols are powerful as they focus attention ona specific item
Symbols of status & power at ENRON (bidding forpremium parking spaces)
Organizational Culture
Symbols
-
7/30/2019 Org.cuorg culturelture - KIIT
11/20
Organizational Culture
Language
Companies use a specific saying, slogan,metaphor or other form of language to conveya very special meaning to employees
Having a baby Changes everything This slogan emphasizes J&Jsvalues of caring & support toparents
You can make wild ducks tame, butyou can never make tame duckswild again (T.J.Watson, IBM)- useof the metaphor wild ducks tosymbolize values of freedom &opportunity at IBM
http://muse.jhu.edu/journals/asr/v007/images/7.2u07f04bath.jpg -
7/30/2019 Org.cuorg culturelture - KIIT
12/20
Organizational Culture
Org. Culture
1. People withinthe org.
2. PropertyRights
System
3. Org.Structure
4.Org. Ethics
-
7/30/2019 Org.cuorg culturelture - KIIT
13/20
-People & Org. match
-Over time people become more & more similar in theirvalues & the culture of the company becomes more &more distinct
-Role of Founder Members in initiating org. culture
AOL & Steve Chase (entrepreneurial culture throughcreativity & hard work)
1. People withinthe org.
Organizational Culture
-
7/30/2019 Org.cuorg culturelture - KIIT
14/20
Property rights are the rights that an organizationgives to its members to receive & use organizationresources
-Stakeholders & Top Management have the maximumproperty rights in an org. (Stock options, large salaries,
Decision Making)-Employees too have property rights (Severance payments,lifetime employment, pension & benefits, employeestock option plans, participation in decision making
-Top management influences org. culture throughinstrumental values by laying down the policies ofproperty rights
-Microsoft & Apple (Concept of an Apple Fellow, Rewardingof employees through ownership of stock) to ensurethe terminal values of creativity, hard work &excellence
Organizational Culture
2. PropertyRights
System
-
7/30/2019 Org.cuorg culturelture - KIIT
15/20
Organizational Culture
3. Org.Structure
-Mechanistic vs. organic structures encourage theformation of certain cultures
-Centralization vs. Decentralization of authority &decision making
-Four types of cultures
STABILITY
FOCUS
Adaptability CultureValues: Entrepreneurship,
Innovation (VDS India)
EXTERNAL
Mission CultureValues: Competitiveness,
Performance, cust.Orientation (PepsiCo)EXTERNAL
FLEXIBILITY
Clan CultureValues: Productivity,
Cust. Needs, employeecare(web based companies)
Bureaucratic CultureValues: Consistency,collaboration, obedience
INTERNAL
-
7/30/2019 Org.cuorg culturelture - KIIT
16/20
Organizational Culture
4.Org. Ethics
The moral values, beliefs, & rules that establish theappropriate way for org. stakeholders to deal withone another & with the org. environment
-Managerial ethics are principles that guide the decisions& behaviors of managers with regard to whether theyare right or wrong in the moral sense (Socialresponsibility)
HIGH
Social Responsibility Approaches
LOW
ObstructionistApproach
-Unethicalbehavior
-Suspected useof pesticidesby colamajors
DefensiveApproach
-Stay withintheboundariesof law
-Commitment toethicalbehavior
AccommodativeApproach
-Acknowledgethe need forsoc.responsibility
-Balancingstakeholderinterests
ProactiveApproach
-Managers goout of theirways to besociallyresponsible
-J&J (TylenolCrisis)
-
7/30/2019 Org.cuorg culturelture - KIIT
17/20
Organizational Culture
Value BasedLeadership
-Value Based Leadershipis a relationshipbetween leaders & followers that is based onshared, strongly internalized values that areadvocated & acted upon by the leader
-The notion of walk the talk-J& J (Tylenol Story)
FormalStructures &Systems
1. Formal Structure of the Organization2. Disclosure mechanisms
3. Code of Ethics4. Training programmes
-
7/30/2019 Org.cuorg culturelture - KIIT
18/20
Organizational Culture
FormalStructures &Systems
1. Formal Structure of the Organization
-Manages can assign responsibility for ethical valuesto a specific position.-Allocates org. time & energy to a problem or ethical
dilemma but also stresses upon the importanceof ethics
-Ethics Committee, Chief Ethics Officer, Ethics
Hotline
2. Disclosure Mechanisms-Allowing individuals to speak up if
they suspect illegal orunethical activities
-The example of whistle blowing-Whistle Blowing is employee
disclosure of illegal, immoral &unethical activities to the org.
-Risk associated with whistleblowing
-
7/30/2019 Org.cuorg culturelture - KIIT
19/20
Organizational Culture
FormalStructures &Systems
3. Code of Ethics
-Is a formal statement of the companys valuesconcerning ethics & social responsibility; itclarifies to the employees the companyexpectations for employee conduct
-Legitimizes ethical values-Signing of the written code of conduct at Tata
Refractories Ltd.
4. Training Programmes-Written code of ethics can be supplement by
regular raining programmes-Ethics programmes also include frameworks for
ethical decision making-TRL & Texas Instruments
-
7/30/2019 Org.cuorg culturelture - KIIT
20/20
Organizational Culture