.WHAT IS CORPORATE CULTURE.?.WHAT IS CORPORATE CULTURE.?

.COMPONENTS OF CORPORATE .COMPONENTS OF CORPORATE CULTURE.?CULTURE.?

.HOW DOES CORPORATE CULTURE .HOW DOES CORPORATE CULTURE CONTRIBUTE IN REAL LIFE AND TO CONTRIBUTE IN REAL LIFE AND TO WHAT EXTENT. ? WHAT EXTENT. ?

Influences on Corporate culture

• National culture is an important influence in culture.

• Categories:

1. Germanic 2. Scandinavian 3. Anglo-Saxon 4. Latin

•The members bring their own individual experiences, beliefs and values.

•Task culture can be imported.

•Senior management may try to determine a Corporate Culture.

•There will be an internal culture within the workforce .

Strong/Weak cultures

•Strong culture is said to exist where staff respond to stimulus because of their alignment to organizational values.

•Weak Culture exists where there is a little alignment with organizational values and control must be exercised through extensive procedures and bureaucracy.

•Culture is seen as ethnocentric or culturocentric.

•Stronger the culture, the greater the risks of groupthink.

• Where culture is strong –

1.People do things because they believe it is the right thing to do.

2. Where people, even if they have different ideas, do not challenge organizational thinking, and therefore there is a reduced capacity for innovative thoughts

• Innovative organizations need individuals who are prepared to challenge the status quo - be it groupthink or bureaucracy,

Five characteristics of culture in his Five characteristics of culture in his study of national influences:study of national influences:

1.1. Power distancePower distance

2.2. Uncertainty avoidanceUncertainty avoidance

3.3. individualism vs. collectivismindividualism vs. collectivism

4.4. Masculinity vs. femininityMasculinity vs. femininity

5.5. Long vs. short term orientationLong vs. short term orientation

-Hofstede-Hofstede

Power distancePower distance - The degree to which a - The degree to which a society expects there to be differences in the society expects there to be differences in the levels of power. A high score suggests that levels of power. A high score suggests that

there is an expectation that some individuals there is an expectation that some individuals wield larger amounts of power than others. A wield larger amounts of power than others. A

low score reflects the view that all people low score reflects the view that all people should have equal rights. should have equal rights.

*Uncertainty avoidance reflects the extent to which a society accepts uncertainty and risk.

*individualism vs. collectivism - individualism is contrasted with collectivism, and refers to the extent to which people are

expected to stand up for themselves, or alternatively act predominantly as a member

of the group or organization.

*Masculinity vs. femininity - refers to the value placed on traditionally male or female values.

Male values for example include competitiveness, assertiveness, ambition, and

the accumulation of wealth and material possessions.

Measuring Corporate CultureMeasuring Corporate Culture

““organization culture is the way things get organization culture is the way things get done around heredone around here””

-Deal and Kennedy -Deal and Kennedy

They classified this culture based on-They classified this culture based on-

1. Feedback1. Feedback

2. Risk2. Risk

FeedbackFeedback - quick feedback means an instant - quick feedback means an instant response. This could be in monetary terms, but response. This could be in monetary terms, but could also be seen in other ways, such as the could also be seen in other ways, such as the impact of a great save in a soccer match.impact of a great save in a soccer match.

RiskRisk - represents the degree of uncertainty in - represents the degree of uncertainty in

the organization’s activities .the organization’s activities .

Classifications of Corporate culture Classifications of Corporate culture

1. The Tough-Guy Macho Culture1. The Tough-Guy Macho Culture

2. The Work Hard/Play Hard Culture2. The Work Hard/Play Hard Culture

3. The Bet your Company Culture3. The Bet your Company Culture

4. The Process Culture4. The Process Culture

In In The Tough-Guy Macho CultureThe Tough-Guy Macho Culture feedback is quick and feedback is quick and the rewards are high. This can be a very stressful culture the rewards are high. This can be a very stressful culture in which to operate.in which to operate.

The Work Hard/Play Hard CultureThe Work Hard/Play Hard Culture is characterized by is characterized by few risks being taken, all with rapid feedback . It is often few risks being taken, all with rapid feedback . It is often characterized by team meetings, jargon and buzzwords characterized by team meetings, jargon and buzzwords

The Bet your Company CultureThe Bet your Company Culture, where big stakes , where big stakes decisions are taken, but it may be years before the results decisions are taken, but it may be years before the results are known .are known .

The Process CultureThe Process Culture occurs in organizations where there occurs in organizations where there is little or no feedback. People become bogged down with is little or no feedback. People become bogged down with how things are done not with what is to be achieved. how things are done not with what is to be achieved.

Elements of Corporate CultureElements of Corporate Culture

Johnson described elements that can be used to describeJohnson described elements that can be used to describe

Organizational Culture-Organizational Culture-

1. The Paradigm1. The Paradigm

2. Control Systems2. Control Systems

3. Organizational structures3. Organizational structures

4. Power Structures4. Power Structures

5. Symbols5. Symbols

6. Rituals and Routines6. Rituals and Routines

7. Stories and Myths7. Stories and Myths

Critical views Critical views

Writers from Writers from Critical management studiesCritical management studies have tended to express skepticism about the have tended to express skepticism about the functionalist and unitarist views of culture put functionalist and unitarist views of culture put forward by mainstream management thinkersforward by mainstream management thinkers

It would be naive to believe that a single It would be naive to believe that a single culture exists in all organizations, or that culture exists in all organizations, or that cultural engineering will reflect the interests of cultural engineering will reflect the interests of all stakeholders within an organization.all stakeholders within an organization.

The assumptions of those putting forward The assumptions of those putting forward reflect a long-standing tension between reflect a long-standing tension between cultural and structural versions of what cultural and structural versions of what organizations are.organizations are.

The neat typologies of cultural forms found in The neat typologies of cultural forms found in textbooks rarely acknowledge such textbooks rarely acknowledge such complexities, or the various economic complexities, or the various economic contradictions that exist in capitalist contradictions that exist in capitalist organizations.organizations.

Employer and the Corporate CultureEmployer and the Corporate Culture

Is it necessary for a employer to know his corporate Is it necessary for a employer to know his corporate culture?culture?

Effects the employer in many ways:Effects the employer in many ways:

1. His working hours,options like flextime and 1. His working hours,options like flextime and telecommutingtelecommuting

2. Interaction with people in his workplace2. Interaction with people in his workplace3. His overall personality3. His overall personality4. His personal life4. His personal life5. Training and professional development opportunities5. Training and professional development opportunities

Understanding CultureUnderstanding Culture

It is a two step processIt is a two step process

1. Before the interview 1. Before the interview

2. At the interview 2. At the interview

Before the interviewBefore the interview: While you are : While you are researching the company for the interview, researching the company for the interview, spend some time searching for clues about the spend some time searching for clues about the company’s culture .company’s culture .

At the interviewAt the interview: arriving early to the : arriving early to the interview -- unannounced if possible -- and interview -- unannounced if possible -- and spend the time observing how current spend the time observing how current employees interact with each other. employees interact with each other.

Change to Team CultureChange to Team Culture

1. Common and consistent goals 1. Common and consistent goals 2. Organizational commitment 2. Organizational commitment 3. Role clarity among team members 3. Role clarity among team members 4. Team leadership 4. Team leadership 5. Mutual accountability with the team 5. Mutual accountability with the team 6. Complementary knowledge and skills 6. Complementary knowledge and skills 7. Reinforcement of required behavioral competencies 7. Reinforcement of required behavioral competencies 8. Power (real and perceived) 8. Power (real and perceived)

9. Shared rewards9. Shared rewards

ImportanceImportance

Companies are encouraging employees to be Companies are encouraging employees to be more responsiblemore responsible and act and think like and act and think like owners owners

They are They are encouraging teamworkencouraging teamwork and the and the formation of teams formation of teams

The organizational leaders shouldn't ignore The organizational leaders shouldn't ignore corporate culture and should have some goal corporate culture and should have some goal statements which include-statements which include-

1. To encourage employees to "1. To encourage employees to "have a lifehave a life" " outside the company outside the company

2. To be accepting of cultural 2. To be accepting of cultural diversity diversity

3. To be financially successful3. To be financially successful

Presented by Presented by 1)PRANIT JOSHI 040107132)KRISHNA JAYADEV 3)N.BHARATH REDDY4)B.VARUN5)VENKAT RANGAN6)D.KARTHIK7)L.ADITYA TEJASWEE8)I.VIKRAM KUMAR GOUD9)JANARDHAN KUMAR AMBURI10)CH.SRI HARSHA11)SATISH JAMI