organizational culture

1. ORGANIZATIONAL
CULTURE
KAVITHA
KEERTHANA
KARTHIK
RAKESH
RAMAKRISHNA

2. DEFININGANDANALYZING ORGANIZATIONAL
CULTURE
STRUCTURAL DEFINITIONS:
Definitions that focus on structures, systems &
regulations
These are formal systems which are planned and
implemented by management.
EXPERIENTIAL DEFINITIONS:
Definitions that focus on the members’ sense of how
we do things here
These perceptions influence how they experience
their relationships with each other and with management

3. DEFINITION
Three aspects of organizational culture
(Trompenaars’ 1997)
1. The general relationship between employees and
their organization
2. The vertical or hierarchical system of authority
defining superiors and subordinates
3. The general views of employees about the
organization’s destiny, purpose and goals and their
place in it

4.  Organizational culture embraces both the structural
and experiential aspects. This balance:
1. Reflects both management goals and employee
experiences
2. Recognizes that misunderstandings, disagreement
and conflict between management and workforce
are always possible

5. POSITIVE / NEGATIVE ORGANIZATIONALCULTURE
POSITIVE ORGANIZATIONAL CULTURE
• Members support and trust top management
• Workforce and top management share a commitment to
the organization
This occurs when
• Official relationships are considered reasonable
• Members perceive that they have a stake in company
outcomes
• Demands for productivity are considered reasonable
NEGATIVE ORGANIZATIONAL CULTURE
when the opposite conditions apply and relations with
management are unproductive

6. STRONG / WEAK ORGANIZATIONAL CULTURE
STRONG ORGANIZATIONAL CULTURE
• It is cohesive – Group members share the same values,
beliefs and attitudes
• Members can easily communicate between themselves
• Members depend upon each other in meeting individual
needs
• Strength is shown by the uniformity in members
perceptions of their working experiences
WEAK ORGANIZATIONAL CULTURE
• When the opposite conditions apply and relations
between members are not cohesive

7. FOUR ALTERNATIVE CULTURAL DESCRIPTIONS
a) A positive, strong culture
b) A negative, strong culture
c) A negative, weak culture
d) A positive, weak culture
POSITIVE NEGATIVE
STRONG
WEAK
a
positive, strong
b
negative, strong
d
positive, weak
c
negative, weak

8. POSITIVE, STRONG CULTURE
Relations between management and workforce are good
Communication is easy, open, fruitful
Morale is high
Productivity increases
POSITIVE, WEAK CULTURE
Relations between management & workforce are good,
even if the workforce itself is disunited

9. NEGATIVE, STRONG CULTURE
Employees are united in their alienation from official
structures,
Their disbelief in management messages
Their perceptions of management dishonesty
Less cohesion among members
Dependencies and regular contacts between members
are lessened by introducing
• Information technologies – substitute for face to face
communication
• Flexi-time systems
• Work at home schemes
• Shared office space

10. MODELING THE CHANGE PROCESS
POSITIVE NEGATIVE
STRONG
WEAK
a
positive, strong
b
d c

11. FACTORS OVER WHICH MANAGEMENT HAS MOST CONTROL
STRATEGIC FACTORS
Strategic goals & plans
FORMAL STRUCTURES
Responsibilities and relationships
Systems for communicating, motivating, resolving disputes
Sub structures
Leadership
Size and composition of the workforce
TECHNOLOGY
Acquisition and development of technology
Knowledge as technology
Training programs
OFFICIAL PROFILE
Official symbols
Official rituals, ceremonies, history

12. STRATEGIC FACTORSAND ORGANIZATIONAL
CULTURE
• Management plans and implements corporate strategy
that aims to maximize financial assets and the companys
position in the market place
• In most industries and markets the company prefers to
retain and develop atleast the core of its existing
workforce rather than continually fire and hire
• This dependence on a core forces management to take
the organizational culture into account when planning and
implementing new strategies

13. STRUCTURES HAVE SUB CULTURES
TOP MANAGEMENT
involved in relations with the environment & planning
strategy
MIDDLE MANAGEMENT
design and implement policies to achieve the
strategic
goals set up by top management
LOWER MANAGEMENT
manages the routines within the policies

14. • Core organizational perceptions that are shared by all
members of the organization from those that are not
shared
• The perceptions of different structural units
• Conflicts in perception
• The perceptions of groups within different units – including
headquarters and subsidiary

15. LEADERSHIP
• Leader recognizes opportunities and threats
• how to maximize the skill in employees
• Understanding companies position
• communicates needs effectively to members
• Recognizes need for change

16. Recruitment
• Developing of positive culture
• Performing different tests
• Projecting positive organizational culture
• Recruitment of culture-matching

17. Technology and organizational culture
• It may be tangible or intangible
• Product technology
• Process
• Managerial techniques
• Knowledge
• new production technology

18. Official symbols and organizational culture
Management symbols include
Rituals and ceremonies- award made to the employee of
the month
Myths- “how we brought home the deal with Amex”
History- early years, epic struggles, heroes, and villains
Language- in-house jargon used by insiders that
distinguishers them from outsider non-members
The mission statement

19. Mission statement
It defines the company by answering these questions
 WHO are we ?, WHAT do we do ?, WHERE are we
headed ?
When addressing the members, its aim to fill the following
functions
Guide strategic planning
Define the scope of operations
Provide a common purpose
Guide leadership styles
Promote a sense of shared expectations among all levels
of the organization

20. Organizational Culture and National Culture
The contributory factors include
1. Members informal system
Informal communication , gossip
Informal relationships, including friendship and patronage
relationships
Informal rules and norms for surviving and getting along
in the workplace
Observed practice

21. National culture and organizational culture
National culture inferences :
1. A culture is particular to one group and not others
2. It influences the behaviour of group members in uniform
and predictable ways
3. It is learned, and is not innate
4. It is passed down from one generation to the next
5. It includes systems of values

22. Organizational Culture and National Culture contd…
2. Factors in the business environment
Economic factors
Market forces and competition
Industry factors
3. The national culture, including values associated with
working and the workplace.

23. Organization culture inferences:
1. Every organization has its own culture, and no two are
quite the same
2. Building and analysing the organizational culture can
predict the attitudes and behaviour of the workforce in
routine situations
3. Members of the organization have to learn its culture

24. Learning, and impact, of organization cultures is relatively
shallow. This is because
The individual experiences a succession of organization
cultures throughout life
The individual usually joins the organization from free will,
and, usually, is equally free to quit
At different times, elements of one organizational culture
may be in conflict
National cultural values are learned so early in childhood
that the individual is unaware of his or her cultural
conditioning.