presentation By: Chaithra Shetty

Johnson D’souza Hemanth K

Shenoy Donald Melvin

INFLUENCING CULTURAL CHANGES IN ORGANIZATIONS

A system of shared values, assumptions, beliefs, and norms that unite the members of an organization.

The culture specific to each firm affects how employees feel and act and the type of employee

hired and retained by the company.

An Insight

Power models of Organizational Culture

Distribution and concentration of power can be one basis of classifying cultures.from this point of view,organizational culture can be four types• Autocratic• Bureaucratic• Technocratic• Democratic

Autocratic: Here people are recruited on the basis of relationship, and they are trusted, the top level managers control the organization in employ their own in-group members , who are extremely loyal to these leaders.Example: Hitler was an autocratic leader.Bureaucratic: Bureaucratic culture is concerned with rules and regulation. Actions are generally refer to the higher levels for approval, decisions are usually delayed. Examples: Govt. of ministries.

Technocratic: In technocratic culture specialist play the major rule in organization working in a planed way on socially relevant matters. The organization play attention to the employs needs and welfare.Examples: R&D peopleDemocratic: Employees work on challenging tasks and devote equal attention to the social relevance of these task.

DIMENSIONS OF CULTURE

Hofstede proposed four cultural dimensions:• Individulism• Power distance• Uncertainity avoidance• Masculinity vs Femininity

Culture is reflected in the external life of a society or an organization, as well as in the values and beliefs held by

members.

• Four Culture Dimensions proposed by hofstede are :• Individualism (taking care of oneself) V/S Collectivism

(distinguishing one’s own group from other groups)• Power distance (acceptance by less powerful groups of

the unequal distribution of power in a system.• Uncertainty avoidance ( a feeling of being under threat

in situation and a tendency to avoid them )• Masculinity ( emphasis on the acquisition of material

resources ) V/S Femininity ( Emphasis on relationships, concern for others and quality of life)

6 concerns of dimensions culture:

• Relationship with nature• Orientation to the environment• Time orientation• Orientation to collectivity• orientation to sex differences• Orientation to power

• Dimensions Can be derived from the following 6 Concerns :• Relationship with nature : In the relationship of humanity and nature,

either may be regarded as dominant. If nature is seen as powerful and dominating, and human beings as helpless, a fatalistic orientation may result. The opposite orientation, that of scientism, may result from the belief that humans can manipulate and change nature.

• Orientation to the Environment : If the environment is seen as structured and unchanging this may result in a sense of satisfaction in some people. In that case, any ambiguity in the environment may be disturbing. On the other hand, some people may like and enjoy ambiguity. This dimension called ‘ambiguity tolerance’ , or ‘ uncertainty avoidance’ is a useful dimension.

• Time Orientation : This dimension is relating to orientation to the past, to the present, or to the future.

• Orientation to Collectivity : This shows the relationship between the individuals and the collectives. If the individual is seen as more important than and independent of the collective, an orientation of individualism may result. If the collective is seen as primary, subordinating individuals, the orientation of collectivism may result.

• Orientation to sex differences : There are biological differences between men and women. If these differences are overemphasized, dividing social roles according to sex, what has been called masculinity may result. If the differences are not overemphasized in the social allocation of roles, we may have an orientation of femininity.

• Orientation to power : In a collective, power is not distributed equally. However, in some collectives, there may be uneasiness about unequal distribution of power, associated with attempts to redistribute it. Other collectives may tolerate the differences in power.

Functionality and dis-Functionality of culture:FATALISM:• It is a mode of surrendering to circumstances is dysfunctional for

managing change.• In this mode a person or a group has a high external locus of

control• This orientation can make a group more realistic and help to

hibernate and survive.• In some organizations, an absence of this mode of externality

nay lead to frustration and dysfunctional conflicts.• fatalism is obviously dysfunctional when it makes individuals

and groups passive, reactive, and dysfunctionally tolerant of conditions that need to be changed.

• fatalism is obviously dysfunctional when it makes individuals and groups passive, reactive, and dysfunctionally tolerant of conditions that need to be changed.

AMBIGUITY TOLERANCE:• This helps a culture to develop several rich traditions that are not

seen as necessily conflicting.• It develops tolerance for differences.• In a culture with a high tolerance of ambiguity, there is lower respect

for structure and time.

CONTEXTUALISM:• High context cultures develop much more insight into social

complexities and have higher empathy for others who may differ in their behaviour from the known norms.

• Persons in such cultures are more sensitive to other persons and gropus.

TEMPORALNESS:• Emphasis on present and a tendancy to live in the present result in high

involvement of individuals in their current activities.• Present oriented cultures find it difficult to undertake long term planning.• Their commitment to goals for future activities is generally low, that is

long term perspective is missing.

COLLECTIVISM:Following are the strength of this orientation:• Good relations are maintained and affiliation needs are satisfied.• There is the high trust among the members of a collective, with high

potential for collaboration.• There is a sharing of work and reward.

PARTICULARISM:• This cultures have strong in groups and people belonging to them have a

high sense of identity with their groups.• On the other hand “in groups v/s out groups” feeling reduces the

objectivity of the members.• They are generally favour of their groups and against out groups.

ANDROGYNY:• It contributes to the values of the future human society.• It helps groups to develop interpersonal trust, caring, harmony, concern for

the weak and collaboration.• This values may reduce the effectiveness of competition, which is also

needed in societies and organizations.

TOLERANCE FOR POWER DISTANCE:• There are some strengths in organizations with high tolerance of power

distance.• Respect for seniorities and age may help people to learn from experienced

individuals.• This tolerance is needed for the effective functioning of groups.• High tolerance for power distance may result in stress on form rather than

substance.• There is high centralization with little autonomy for the lower level units

and individuals.

Indian culture and managementIndia is having a history of thousands of years.

Indian culture has several strengths that have sustained it and have been acknowledged in various periods in various part of the world. these strengths became Indian culture unique one.

Strength of Indian culture:

Several strengths of indian culture can be grouped under three clusters: Universalism

(Universalism(love and respect for all forms of life and ecology), Openness to learning from others, Extension motivation( involvement in large goals) Ambiguity tolerance

diversity(leading to synergic pluralism), androgyny(equal emphasis on and integration of cognitive and emotional aspects) Self restraince

( self restraince(willingness to postpone gratification of immediate needs for longterm goals),role boundness(giving more imoprtance to role than to the self), equanimity(steering between two extremes and not being swayed by extreme emotions of jor or sorrow)

Weaknesses of Indian culture:

Narcissism: it is reflected both in self seeking behaviour, as well as in an inword- looking tendancy. ( non- involvement, lack of detailed planning, an oral culture)

Power concentration:(critical orientation (excessive use of sanctions and don’ts rather than the use of reinforcement and encouragement), non- confrontation, a non work culture)

Attributional thinking:

(fatalism(resulting in ‘deadening efficiency in maintaining the status quo’ ), pessimism-rumination(expecting failurs and misfortunes , and indulging in recollecting and mulling over bad experiences))

Conclusion• To adopt any changes in organization considering

culture of company is important. Ex: Big Data Technique adoption.

• Healthy culture is very important for all organization.Changes adopted in culture should not affect the values, traditions of people .

• People must be trained , educated to follow culture instead of making them to follow it by coercion.

• Culture must value the tradition , create interest in people, create trust in people. Example: HP , MacD.

• Communication, negotiation, management support, employee involvement and

coercion.