3. 6.53
THE FOLLOWING FUNCTIONS OF
ORGANIZATIONAL CULTURE
(BROWN (1998, p 89-91)
• Conflict reduction – a common culture promotes
consistency of perception, problem definition, evaluation
of issues and opinions, and preferences for action.
• Coordination and control – promotes
consistency of outlook.
• Reduction of uncertainty – adopting of the
cultural mind frame is an anxiety reducing device which
simplifies the world of work, makes choices easier and
rational action seem possible.
4. 6.53
THE FOLLOWING FUNCTIONS OF
ORGANIZATIONAL CULTURE
(BROWN (1998, p 89-91)
• Motivation – an appropriate and cohesive can offer
employees a focus of identification and loyalty, foster
beliefs and values that encourage employees to perform.
• Competitive Advantage – strong culture
improves the organization’s chances of being successful
in the marketplace.
5. 6.53
4 TYPES OF ORGANIZATIONAL CULTURE
1.CLAN CULTURE
- primarily exists in more traditional organizations versus digital
ones. There is often a focus on nurturing employees through interpersonal
connections or mentoring programs.
2. HIERARCHICAL CULTURE
- it also known as a “ control culture” applies to work
environments that are more structured. Most activities and decisions are
dictated by existing procedures, rather than a lot of innovation and
freethinking.
3. MARKET CULTURE
- it also called a “compete culture”, because the emphasis is
placed on results. To put, it simply, people want to win and accomplish what
they set out to do.
4. ADHOCRACY CULTURE
- it is a type of culture lives by that “move fast and break things”
philosophy that’s been popular among a lot of startups.
7. 6.53
SIX CRUCIAL ELEMENTS OF ORGANIZATIONAL
CULTURE
1. Leadership
2. Purpose and Values
3. Employee empowerment
4. Holistic and inclusive well- being
5. Professional development and growth
opportunities
6. Communication
8. 6.53
STRONG AND WEAK ORGANIZATIONAL
CULTURES
• Martins and Martins (2003, p 382) –
highlight that “in a strong culture, the
organization’s core values are held
strongly and shared widely.
• Martins and Martins (2003) – states
strong organizational cultures have a
great influence on the behavior of
organizational members.
9. 6.53
STRONG AND WEAK ORGANIZATIONAL CULTURES
• Brown (1998, p 226) believes that strong
organizational culture can enable an organization
to achieve high performance based on the
following reasons:
1. A strong organizational culture facilitates goal
alignment.
2. A strong organizational culture leads to high
levels of employee motivation.
3. A strong organizational culture is better able to
learn from its past.
In relation to the above benefits of a strong
organizational culture “one specific result of a strong
culture should be a lower employee turnover.”
10. 6.53
Weak organizational culture :
• Organizational members find difficult to
identity with the organization’s core values and
goals.
• Organizational members do not subscribe to
the shared beliefs, values and norms.
• Different departments within such organization
uphold different beliefs that do not necessarily
address the core goals of the organization.
• It has a negative impact on employees
because they are linked to increased turnover.
11. 6.53
Signs of a Strong Culture
• Customers are happy because they are
receiving excellent service and quality
products.
• Customers are eager to tell others about
the experience of buying from or working
with company.
• Each person feels supported by others with
clear avenues to get guidance and
mentorship.
12. 6.53
Signs of a Strong Culture
• Everyone on the team feels that they are part of
something special and has a strong sense of
belonging.
• Each person won’t hesitate to help their team
members on anything.
• The team has a “we can do anything” mentality and
unafraid to take on complex challenges.
• Everyone on the team takes responsibility for
mistakes and is eager to learn from them and get
better.
• Each person asks their team members and
supervisors: “What I do to get better? How can I
improve?”
13. 6.53
Signs of a Weak Culture
• Customers have an uneven experience and
may not become advocates.
• The team feels micromanaged and
disempowered.
• The team is afraid to tackle hard things and
quick to come up with why something won’t
work out.
• At the first sign of trouble or frustration, team
members are quick to point fingers.
• Each team members feel like they’re on an
island at work.
14. 6.53
Signs of a Weak Culture
• If they see something done improperly ,
incorrectly, or inefficiently, everyone on the
team assumes someone else would catch
it and does nothing.
• Each person wants maximum credit for
their contributions and feels slighted when
they don’t get their due praise.
•
16. 6.53
Great Place to Work, the global authority on workplace culture, determined the
Philippines Best Workplaces™ 2022 List by conducting annual workforce studies
through our Trust Index Survey™ and Culture Management platform Emprising®,
representing the voices of over 130,000 employees across the Philippines.
Employees responded to over 60 survey questions describing the extent to which
their organization creates a great place to work For All™, meaning that the company
empowers all individuals to reach their full human potential. Eighty-five percent of
the evaluation is based on what employees report about their experiences of trust
and reaching their full human potential as part of their organization, no matter who
they are or what they do. We analyze these experiences relative to each
organization’s size, workforce makeup, and what’s typical in their industry and
region. The remainder of the evaluation is an assessment of all employees’ daily
experiences of the company’s values, people’s ability to contribute new ideas, and
the effectiveness of their leaders to ensure they’re consistently experienced.
To ensure surveys truly represent all employees, we require enough people in each
organization to respond that results are accurate to a 95% confidence level and 5%
margin of error or better. We review any anomalies in survey responses, news, and
financial performance to ensure there aren’t any extraordinary reasons to believe
we couldn’t trust a company’s survey results.
Categories:
These organizations’ assessment is based 100% on employee responses to the Trust
Index survey.
17. 7/1/20XX Pitch deck title 17
What is a Great Workplace?
In our 30 years of research, we have found that
people experience a great workplace when they
consistently:
Trust the people they work for
(assessed through employee perceptions of Credibility,
Respect, and Fairness, described below);
Have Pride in what they do; and
Experience Camaraderie with their colleagues.
19. 7/1/20XX Pitch deck title 19
The Manager’s View
From the manager’s perspective, a great workplace is one where
managers:
Achieve organizational objectives;
With employees who give their personal best; and
Work together as a team / family in an environment of trust
20. 7/1/20XX Pitch deck title 20
PHILIPPINES BEST WORKPLACES 2022
COMPANY SMALL MEDIUM LARGE
10-99 EMPLOYEES 100-999 EMPLOYEES 1000+ EMPLOYEES
1. SAFETY CULTURE CISCO DHL EXPRESS
2. QAVALO ATLASSIAN SYNCHRONY GLOBAL
SERVICES PHIL.
3. CODA PAYMENTS HILTON ACCENTURE
4. MARS PET NUTRITION PHIL. HILTI 7.Ai
5. PANDR OUTSOURCING HP American Express
International Phil.
6. GENESYS Ingram Micro.
7. ERICSSON Real Page
8. BALSAM BRANDS Coca –Cola Beverages
Phil.
9. SC JOHNSON Teleperformance
10. CARPARTS.COM ADP
