g08 ion culture

8/3/2019 G08 ion Culture

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Presented by:

Group - 8

Soham Joshi (97)

Srinivasan Balan (98)Manoj Nolkha (99)

Sudhir Kumar (101)

Suhas Jambhale (102)

ORGANIZATIONAL CULTUREStephen P. Robbins

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FLOWOFPRESENTATION

Institutionalization

Organizational Culture

Org. Culture vs. National Culture

Functions of Org. CultureCulture as a Liability

Types of Org. Culture

The Socialization Process

Creating & Sustaining Culture

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INSTITUTIONALIZATION: A FORERUNNEROFCULTURE

When an organization takes on a life of its own, apartfrom any of its members, becomes valued for itself, notmerely for the goods or services it produces andacquires immortality.


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WHAT IS ORGANIZATIONAL CULTURE?

Characteristics:

1. Innovation and risktaking

2. Attention to detail

3. Outcome orientation

4. People orientation

5. Team orientation

6. Aggressiveness

7. Stability

I cant define it, but I know when I see it.

A common perception held by the organizations members;a system of shared meaning

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CONTRASTING ORGANIZATIONAL CULTURES

Aggressiveness

Risk-taking

Creativity

Innovation

Fun

Ethics CustomerSatisfaction

Achievement

Respect forindividual

Continuouslearning

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Expresses the core values that are shared by a majority ofthe organizations members

It gives the organization a distinct personality

Minicultures within an organization, typically defined bydepartment designations and geographical separation

Subcultures tend to develop in large organizations to reflectcommon problems, situations or experiences

DO ORGANIZATIONS HAVE UNIFORM CULTURES?

Dominant Culture

Subcultures

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ORGANIZATIONAL CULTUREV/S NATIONALCULTURE

National culture has a greater impact on employees than does their

organizations culture

Nationals selected to work for foreign companies may be atypical ofthe local/native population

For eg. An American multinational corp. would be less likelyconcerned with hiring typical Indian for its Indian operations than

in hiring an Indian who fits with the Corp.s way of doing things

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http://hsbc%20-%20_eels_.mp4/


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FUNCTIONSOF CULTURE

Conveys the sense of identityfor organization members

Defines boundary between

one organization and others

Facilitates the generation of commitment

to something larger than self-interest8


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FUNCTIONSOF CULTURE

Enhances the stability

of the social system

Serves as a sense-making and

control mechanism for employees

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CULTUREASA LIABILITY

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TYPESOF ORGANIZATION CULTURE

According to Robert Quinn and Kim Cameron

The Clan Culture

The Hierarchical Culture

The Adhocracy Culture

The Market Culture

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Clan Culture

A very friendly place to

work where people share alot of themselves. It is likean extended family.

The Hierarchy Culture

A very formalized structuredplace to work. Procedures

govern what people do.

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The Adhocracy Culture A dynamic entrepreneurial,

and creative place to work.

People stick their necks outand take risks.

The Market Culture

A results orientedorganization whosemajor concern is with

getting the job done.People are competitiveand goal-oriented. 13


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SOMEMORETYPES...

Researcher Jeffrey Sonnenfeld identified

Academy Culture

Baseball Team Culture

Club Culture

Fortress Culture

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Academy Culture

Employees are highly skilled and

tend to stay in the organization

The organization provides a stableenvironment where they develop andexercise their skills.

Eg. universities, hospitals, large

corporations, etc.Baseball Team Culture

Employees are "free agents"

who have highly prized skills

They are in high demand

Culture exists in fast-paced,

high-risk organizations, such

as investment banking, advertising,etc.

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Club Culture

Employees should fit into the group

Usually employees start at the bottomand stay with the organization

The organization promotes from

within and highly values seniority

Eg. military, some law firms, etc.

Fortress Culture Employees don't know if they'll be laid off or

not

These organizations often undergo massive

reorganization Many opportunities for those with timely,

specialized skills

Eg. savings and loans, large car companies

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CREATING ORGANIZATIONAL CULTURE

Company Founders Influence Experience with the Environment

Contact with Others

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KEEPINGACULTUREALIVE

Selection Concern with how well the candidates will fit into the

organization.

Provides information to candidates about the organization.

Top Management

Senior executives help establish behavioral norms that areadopted by the organization.

Socialization

The process that helps new employees adapt to the

organizations culture.

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A SOCIALIZATION MODEL

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STAGESINTHE SOCIALIZATION PROCESS

Prearrival Stage

The period of learning in the socialization process thatoccurs before a new employee joins the organization.

Metamorphosis StageThe stage in the socialization process in which a newemployee changes and adjusts to the work, work group,and organization.

Encounter Stage

The stage in the socialization process in which a newemployee sees what the organization is really like andconfronts the possibility that expectations and reality maydiverge.

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PRE-ARRIVAL STAGE

Occurs prior to the first day on the

job. Entails new employee and

organizational expectations aboutwhat it will be like.

Impression form during theapplication and interview process.

Degree of initial match isanticipated.

Impression form from previous

experiences. Impressions based on type of

recruitments. 21


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PRE-ARRIVAL STAGE

The counselor should explore the consumer

before and after interview His / Her values, attitudes, and needs

Expectations of job, duties / structure

Reward and cost expectations

Expectations about co-workers andsupervisors

Supervisors and co-workers expectationsabout him / her

Disability / accommodation expectations

The more realistic and aligned theexpectations, the easier the transitionmoving from outsider to insider

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ENCOUNTER STAGE

Starts the first day on the job

Newcomer learn expectations bothformally and informally

May experience role ambiguitywhen expectations are unclear

Newcomer and organizationalinsiders uncover discrepanciesbetween expectations and reality

Process of evaluation andnegotiations occurs

This stage continues until newemployee either fits or leaves

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ENCOUNTER STAGE

The counselor should explore with

the consumer while transitioning intothe job

Whether the expectations were ontarget

Any discrepancies in expectations ofhis / her supervisors, co-workers, joborganization, reward, disability,accommodations etc.

Feelings about these discrepancies

Problem resolution in correctingdiscrepancies (consumer andemployer)

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METAMORPHOSIS STAGE

The stage in the socializationprocess in which a new employeechanges and adjusts to the work,work group, and organization.

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ENTRY SOCIALIZATION OPTIONS

Formal versus Informal

Individual versus Collective

Fixed versus Variable

Serial versus Random

Investiture versus Divestiture

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HOWORGANIZATIONALCULTURESFORM

Philosophy oforganizations

founders

Socialization

TopManagement

Organizationculture

Selectioncriteria

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HOWEMPLOYEESLEARNCULTURE

Stories Ford II & Nike RitualsWalmart Gimme W,A,L, Squiggle, give me an

MART

Material Symbols Cubicles, Automobiles, etc

Language KWIC , BOLD, SLO

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CREATINGANETHICALORGANIZATIONCULTURE

Be a visible role model Communicate ethical expectations

Provide ethical training

Visibly reward ethical acts and punish unethical ones

Provide protective mechanisms

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CREATINGA+ ORGANIZATIONAL CULTURE

A culture that emphasizes building on employeestrengths, rewards more than punishes, andemphasizes individual vitality and growth

Building on Employee Strengths

Rewarding more than punishing Emphasizing Vitality and Growth

Limits of positive culture

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