(Section a)Culture and Its Impact on Organizational Performance

8/9/2019 (Section a)Culture and Its Impact on Organizational Performance

1/8

Culture and its Impact on Organizational

Performance

Organizational Behaviour II

Presentation Report

Submitted By

Anshul Sehgal 14PGP001

Anshul Sharma 14PGP002

Ansuman Chattopadhyay 14PGP003

Arghya Das 14PGP005

Arijit Halader 14PGP00!


2/8

Introduction"#his report is $ased on the reading o% the resear&h paper '(mpa&t o% )rgani*ational Culture on)rgani*ational Per%orman&e" An )+er+ie, pu$lished in the journal '(nterdis&iplinary -ournal o%

Contemporary .esear&h in /usiness, (t is ritten $y ahar Shah*ad .ana Adeel Ayesha

.ashid and alaruh Sha$$ir

!hat is Organizational Culture"#here is no one de%inition o% )rgani*ational Culture (t &an $e eplained as an arrangement o%di%%erent attri$utes that epresses an organi*ation and di%%erentiates the %irm %rom one another

#here are other de%initions o% organi*ational &ulture hi&h says that it is the eplanation

a&6uired noledge sills eplanations +alues possessed $elie%s and &ommuni&ation o% largegroup o% people at the same time and same pla&e Di%%erent de%initions o% organi*ation &ulture

ha+e $een gi+en $y di%%erent resear&hers A&&ording to Ho%sted in 1780 )rgani*ational &ulture is

the &olle&ti+e thining o% minds hi&h &reate di%%eren&es $eteen mem$ers o% one group %romanother As per #ri&hy in 1782 organi*ational &ulture a&ts as '%ormati+e glue, hi&h eeps the

o+erall organi*ation together A&&ording to 9dgar S&hein o% :(#,s Sloan S&hool o% :anagement

organi*ational &ulture is a pattern o% $asi& assumptions that the team learned as it sol+ed itsissues o% internal integration and eternal adaptation that a&tually ored e%%i&iently to $e&onsidered as e%%e&ti+e and hen&e to $e eplained to ne mem$ers as the right ay to thin

relate and %eel in a&&ordan&e ith the a%orementioned issues #he organi*ational &ulture is

so&ially &onstru&ted and is a%%e&ted $y history and en+ironment (t has many layers $oth&ogniti+e and sym$oli& hen&e it &an $e &onsidered as residing at all le+els

#ypes of culture#here are di%%erent types o% &ulture $ased on ho many employees in the organi*ational %ind

themsel+es aligned ith the goals o% the &ompany Some o% the major types are eplained $elo"

Counter Culture

(n this type o% &ulture $elie%s and +alues possessed $y employees o% the organi*ation are

opposite to the organi*ational &ulture hen&e the term &ounter &ulture

Sub Culture

#his type o% &ulture &o&oons in an organi*ation here proje&ts are run in di%%erent geographies

Colla$orating ith teams a&ross geographies on a daily $asis gros this su$ &ulture

Strong Culture

#his type o% &ulture is most appropriate and is hat most o% the organi*ations aspires to ha+e (n

this all or most o% the employees &onne&t ith the organi*ation its goals and +alues and hen&e

&ontri$ute to their maimum potential hi&h in turn help the organi*ation gro

!ea$ Culture

#his &ulture is mostly %ound in the startup &ompanies here not mu&h emphasis is laid on the

hierar&hy or the &ulture as su&h :ore indi+idualism is emphasi*ed and %o&us is on &reati+ityhen&e $inding the thoughts or imaginations o% employees using an organi*ational &ulture is not

pre%erred here (t &an $e &onsidered as a loosely nit employer;employee &ulture


3/8


4/8


5/8

High Poer Distan&e is usually pre+alent in &entralised &ompanies ith hierar&hi&al stru&tures

hile o Poer Distan&e gi+es e6ual poer to employees in %latter organi*ations

Individualism

#his re%ers to the 6uality o% the relationships $eteen indi+iduals in a group A high (D s&oredemonstrates deta&hed asso&iations (n nations ith a high (D s&ore there is an a$sen&e o%

interpersonal asso&iation and small o%%ering o% o$ligation past %amily and may$e a &ouple o%

&lose &ompanions A general pu$li& ith a lo (D s&ore ould ha+e solid gathering

atta&hment and there ould $e a lot o% %aith%ulness and appre&iation %or parts o% the gathering A

high (D s&ore indi&ates that indi+iduals +alue their sel% interests more than those o% the

organi*ation

)ncertainty &voidance Inde*

#his identi%ies ith the le+el o% aniety that so&iety mem$ers %eel hen in indeterminate oro$s&ure &ir&umstan&es High un&ertainty a+oiders attempt to dodge un&ertain &ir&umstan&es at

hate+er point &on&ei+a$le #hey are administered $y guidelines and they see relia$le

in%ormation o s&ores o% BA( sho that the general pu$li& appre&iates no+el o&&asions and

+alues di%%erent opinions #here is lo %ormality and indi+iduals are sayed to %ind their on

truth High BA( organi*ations are highly stru&tured and %ormal and a+oid di%%eren&es

+asculinity

#his re%ers to the impa&t o% &ontrasts in male and %emale +alues on the so&iety o% the asso&iation

Asso&iations here male representati+es rule their %emale partners ill tae a%ter distin&ti+e

arrangements as &ompared ith asso&iations here %emales ha+e a signi%i&ant say in the &hoi&e

maing methodology o% the asso&iation :ale representati+es ould $e more %or&e%ul in

&omparison ith the %emales ho ould $e &aring and &onsiderate #he o$ligations lieise

shi%t a&&ording to the se o% the representati+es #he %emale orers are ne+er allotted something

hi&h re6uires late sittings or regular tra+els :as&uline organi*ations measures su&&ess in terms

o% am$ition and &hallenges as &ompared to &aring and helping

A high :as&uline organi*ation thins that some tass are se;oriented hile lo mas&ulinity

organi*ations %eel $oth males and %emales are e6ui+alent in all aspe&ts

,ong term Orientation

#here are a %e asso&iations hi&h &on&entrate on long haul asso&iation ith the orers (n

su&h asso&iations indi+iduals ha+e a relentless approa&h and stri+e hard to satis%y the desires o%

the administration .epresentati+es get appended to the asso&iation and dont aim at transient


6/8

goals A&tually a %e asso&iations ha+e representati+es ho are more &on&erned ith their

position and pi&ture #hey tae a%ter a so&iety here indi+iduals pro&eed onard in a short

&ompass o% time and nothing is &arried out to hold them #he orers are &on&erned just ith

their $ene%its and targets and lea+e as and hen they impro+e opportunity

!hat is SP+S and Balanced Scorecard"

Human .esour&es as a dis&ipline is mo+ing aay %rom $eing a dis&ipline to sto& manpoer to

$eing a strategi& partner #o this end a&&ording to the resear&hers in this paper e ha+e a

%rameor &alled as Strategic Performance managementsystem -SP+S./

SP:S is a %rameor hi&h supports a per%orman&e;dri+en management system#he 4 pillars o%

SP:S are mentioned $elo"

'irection" A&&ording to this the P: must pro+ide guidan&e

'ialogue" #he &ommuni&ation &hannels must $e &lear

Inclusiveness" #he manager must in&lude all the employees under him in all the de&ision maing

a&ti+ities

Relevancy" #he &ommuni&ation must $e rele+ant to the o$je&ti+es o% the %irm

+ission" #his part $asi&ally states the implementation o% the pillars

#o e+aluate this %rameor e ha+e a tool &alled as /alan&ed S&ore&ardA $alan&ed s&ore&ard

essentially tells us ho to e+aluate the +ision and strategy o% an organi*ation through 4 +erti&als

and $y applying the 4 metri&s hi&h are stated $elo"

#he 4 +erti&als are

inan&ial

Customer

(nternal /usiness and

earning and Groth

#he 4 e+aluating metri&s are"


7/8

)$je&ti+es

:easures

#argets

(nitiati+es

et us e+aluate ho e &an use the $alan&ed s&ore&ard to measure metri&s

?e tae into a&&ount a +erti&al say earning and Groth"

?e de%ine the o$je&ti+es lie ho many training sessions are needed %or a trainee

#hen e address the measures it taes to meet those o$je&ti+es

#he targets are realisti& targets hi&h may $e a&hie+ed

inally the initiati+es are enlisted


8/8

(Section a)Culture and Its Impact on Organizational Performance

Documents

Transcript of (Section a)Culture and Its Impact on Organizational Performance