The document discusses organizational culture, defining it as shared values, beliefs, and behaviors within an organization. It provides several definitions of organizational culture from different sources. It also discusses key aspects of organizational culture like stories, rituals, symbols, and language that are used to convey and reinforce the culture. The document emphasizes that organizational culture is historically constructed and difficult to change. It notes that both internal and external forces can drive the need for cultural change within an organization. Overall, the document provides an overview of what organizational culture entails and some factors that influence cultural change.

2. “A social unit of people that is structured and managed to meet a need or to pursue
collective goals.” (Business Dictionary)
OR
“An organized group of people with a particular purpose ,such as a business or
government.”
“Pertaining to activities related to an organization”. (Business Dictionary)
OR
“The act or process of organizing.”

3. “The ideas ,customs and social behavior of a particular people or society”
OR
“Culture as consisting of the values, beliefs and norms which influence the behavior
of people”.
“Organizational culture encompasses values and behavior that contribute to the unique social
and physiological environment of an organization”
OR
“It is a system of shared assumptions, values and beliefs which governs how people behave in
organization”

4. Ravasi and Schultz (2006)
• “The collective behaviors, values, actions, beliefs,
desires and prospects of a group of human
beings working in a defined environment”.
• Define organizational culture as a set of ‘shared
mental assumptions’ that guide behaviors in the
workplace.

5. Culture is the social glue that helps hold an organization together by
appropriate standards for what employee should say or do
Culture is a determining factor in the success of the organization.
Unity
Loyalty
Competition
Direction
Identity

6. Unite people of different demographics.
Shared culture gives sense of unity and understanding
Promotes better communication and less conflict.
Helps to keep employees motivated.
Care about and work harder without having to be forced.
Perform at their best to earn recognition and appreciation.
Increase quality of work.
Keep employees on task.
Understanding of roles and responsibility.
Organization culture define its identity.
Values and beliefs of an organization contribute to the brand image.

7. “your personal core values define who you are, and a company core values
ultimately define the company's character and brand…. for individuals
,character is destiny…for organizations culture is destiny.”

8. COMMUNITY ORGANZATION CULTURE
PHILOSOPHY OF
THE
ORGANIZATION’S
FOUNDERS
SELECTION
TOP
MANAGEMENT
SOCIALIZATION
ORGNIZATIONAL
CULTURE

9. Identifying and hiring individuals having knowledge, skills, abilities to perform
job successfully.
Individuals having values consistent with those of the organization are selected as
per the decision maker’s judgment.
Selection is a “two-way street”
The action of top management establishes the norms for the organization as to:
Whether risk taking is desirable.
Freedom to subordinates.
Actions will pay of in terms of pay, promotion, and other rewards etc.

10. The top management at coca cola emphasize to follow the prescribed culture of the
organization.
Coca cola has formal and documented values that are communicated
to all the employees.
To ensure proper application of the rules and behavior of the values,
the top management act as role models, and closely administer and
review their employees behavior.
TOP MANAGEMENT AT COCA COLA
Research by: Georgian-American
University students of management

11. New employees are not familiar with the culture of organization
The process through which the employees are proselytized about the customs
and traditions of the organization is known as socialization.
Adaption of basic values and norms for becoming accepted members
of the organization.

12. Organizational
culture
Attention
to detail
People
orientation
Outcome
Orientation
Stability
Innovation
and risk
taking

13. 1. INNOVATION AND RISK TAKING:
Companies that have innovative cultures are flexible and adaptable.
Experiment with new ideas.
These companies are characterized by a flat hierarchy in which titles and other status
distinctions tend to be downplayed.
In this company, employees do not have bosses in the traditional sense.
Risk taking is encouraged by celebrating failures as well as successes.
“Sometimes when you innovate, you
make mistakes, it is best to admit
them quickly, and get on with
improving your other innovations.”
(Steve Jobs, Co-Founder of Apple)

14. 2. ATTENTION TO DETAIL:
Organizations with detail-oriented cultures are characterized in the OC framework as
emphasizing precision and paying attention to details.
Such a culture gives a competitive advantage to companies in the hospitality industry
by helping them differentiate themselves from others.
Steve Easterbrook Strategy:
McDonald’s Corporation employees should perform their jobs by including photos of
exactly how French fries and hamburgers should look when prepared properly.

15. 3. PEOPLE ORIENTATION:
People-oriented cultures value fairness, supportiveness, and respect for
individual rights.
People are their greatest asset.
An atmosphere where work is fun and employees do not feel required to
choose between work and other aspects of their lives.
Treating people with respect and dignity.
4. OUTCOME ORIENTATION:
Outcome-oriented cultures as those that emphasize achievement, results, and action as
important values.
Employees are trained to sell company products effectively, and they learn how much
money their department made every day.
It is more common to see rewards tied to performance indicators as opposed to
seniority or loyalty.

16. Best Buy Co. Inc.
In 2005, the company implemented a Results Oriented Work Environment
(ROWE) program that allows employees to work anywhere and anytime; they are
evaluated based on results and fulfillment of clearly outlined objectives.
Researches indicates that organizations that have a performance-oriented culture they
may suffer negative consequences.
When performance pressures lead to a culture where unethical behaviors become the
norm.
5. TEAM ORIENTATION:
Companies with team-oriented cultures are collaborative and emphasize cooperation
among employees.
Daily meetings to understand sources of problems and determine future courses of
action.
Activities are organized around team rather than individuals.

17. Appointing such a team is frequently the only way to assemble the knowledge to pull
off many of the complex tasks businesses.
BBC covers the World Cup or the Olympics, for instance, it gathers a large team of
researchers, writers, producers, cameramen, and technicians, many of whom have not
met before the project. These specialists work together under the high pressure of “no
retake” environment (Ref: From Management Magazine” Harvard Business review” by
J.Erickson)
“We found that the greater the proportion of experts a team had, the more likely it
was to disintegrate into nonproductive conflict.” (Ref: From Management Magazine”
Harvard Business review” by J.Erickson)

18. 6. AGGRESSIVENESS:
Companies with aggressive cultures value competitiveness and outperforming competitors.
In aggressive companies, people may use language such as “We will kill our competition.”
Getting into new legal troubles before old ones are resolved.
In 1995 Microsoft executive Paul Maritz made statements such as “We are going to cut off
Netscape’s air supply. (by Ted Bridis, associated press writer)
“Microsoft, the company that
Bill Gates co-founded, has
been described as having an
aggressive culture”.

19. 7. STABILITY:
Stable cultures are predictable, rule-oriented, and bureaucratic.
Aim to coordinate and align individual effort for greatest levels of efficiency.
Blamed for killing good ideas in early stages and preventing the company from
innovating.
Rules, policies, procedures and clear expectations.

21. CLAN CULTURE
A very friendly place to work
where people share a lot of
themselves. its like an extended
family.
Involvement
Participation
Caring ,,family like cooperation
Consideration for all
Collaborative orientation
Successful leaders viewed as
facilitators, team builder.
Underlying theory of
effectiveness is human
development and participation
ENTREPRENEURIAL CULTURE
Concerned about achievement of
results and providing excellent services
to the client. Here people stick their
necks out and take risks.
Experimentation,
Creative orientation
Successful leaders viewed as
innovators, entrepreneur and visionary.
Flexibility.
Underlying theory of
effectiveness is vision.

22. BUREAUCRATIC CULTURE
Characterized by primacy of
procedures and rules, hierarchy
and distant and impersonal
relationship.
Controlling orientation.
Successful leaders viewed as
organizers, coordinators.
Rules, policies, procedures and
clear expectations.
Underlying theory of
effectiveness is control and
efficiency with capable processes.
MARKET CULTURE
A result oriented organization
whose major concern is with
getting the job done. People are
competitive and goal oriented.
Successful leader are hard
driving, competitor and
producer.
Values competition and
achievement.
Underlying theory of
effectiveness is control and
efficiency is aggressively
competing and client focus.

23. STRONG CULTURE WEAK CULTURE
Values are widely held and
greatly shared.
Employees strictly follow
norms and values
More committed to the
organization.
Clear vision of goals and
responsibilities.
High level of motivation.
Associated with high
performance.
Dominant values are short lived
and mainly held by upper
management.
Employees do not subscribe to
shared belief, and norms.
Lack of clearity.
Inconsistent behavior.
Lack in knowledge about company
history.

24. The Walt Disney Company started in 1923 as a humble cartoon studio by Walter
Elias Disney ( 1901-1966) with operations in more than 40 countries and
approximately 166,000 employees.
The Walt Disney Company creates an organizational culture based on their
mission, values and beliefs.
their values; innovation, quality, community, storytelling, optimism.
This theory proposes that organizational culture – the shared vision, values,
symbols, language, beliefs, and habits – emanates through history.
As time progresses, the shared vision and values are socialized to the
company’s new employees by more senior members. The process of passing
down the company’s vision and beliefs over time results in the development of
the company’s priorities and guides its decision-making (Denison, 1996).
“Organizational culture is historically and socially constructed, holistic, and
difficult to change” (Bloor and Dawson, 1994)
By :Students of
Queens
University of
Charlotte

25. Stories
Rituals
Material symbol
Language

26. RITUALS
Corporate rituals are repetitive
sequences of activities that express and
reinforce the values of the organization,
what goals are most important, and
which people are important.
•Express the values of the organization
•Elaborate important goals, important
people.
•Lunches, annual corporate
conferences, awards, offsite meetings
and trainings are few examples of most
common rituals and ceremonies.
•Establish desire level of motivation
and expectations.

28. Cultures change when an organization discovers, invents or develops solutions to
problems it faces.
In order to survive organizations and their cultures must continuously evolve and
change.
Environmental and internal forces can stimulate the need for organization change:
Environmental conditions prompting change include market forces, economic crises,
political and regulatory forces, changes in law, societal developments, global
competition, demographic trends and technological changes.
Internal forces include decisions within the company originating from top executives
and managers in a top-down direction.
An organization must focus on the following three important issues in organization
culture: ethics; diversity of employees and leadership behavior.
Jeff Mcneill-2007
University of Hawaii (Manoa)

29. Managers and leaders must use good leadership practices to be sure to develop, ethical
practices and positive ways of working with diversity into the organization culture.
“Be the change you want to see in the world”