ORGANIZATIONAL CULTURE

By:

MEGHA KUSHWAHA

PRIYA CHHABRA

WHAT IS ORGANIZATIONAL CULTURE ?

It is a system of meanings held by members that distinguishes the organization from other organizations

Innovation and risk taking

Attention to detail

Outcome orientation

People orientation

Team orientation

Aggressiveness

Stability

DOMINANT CULTURE AND SUBCULTURES

Express core values shared by a majority of organization’s members

DOMINANT CULTURE

Minicultures defined within an organization by department designations and geographical separations

SUBCULTURE

STRONG CULTURE VERSUS WEAK CULTURE

In strong culture, organization’s core

values are both intensely held and

widely shared

It has a greater influence on the behavior of its

members

Its result is lower employee turnover

CULTURE VERSUS FORMALIZATION

Strong culture can act as a substitute of formalization

High formalization

creates predictability,

orderliness and consistency

Strong culture achieves the

same end without the

need for written documentation

HOW A CULTURE BEGINS

When the organization succeeds, the founders vision become seen as a primary determinant of that success

Founders own behavior acts as a role model that

encourages employees to identify with

them

They indoctrinate and socialize

these employees to their way of thinking and

feeling

Founders hire and keep

employees who think and feel the

same way they do

KEEPING A CULTURE ALIVE

Selection• Concerned 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 are adopted by the organization.

Socialization• The process

that helps new employees adapt to the organization’s culture.

STAGES IN THE SOCIALIZATION PROCESS

Pre-

arrival Stag

e

• The period of learning that occurs just before a new employee joins the organization

E

ncounter Stag

e

• The new employee sees what the organization is really like and confronts the possibility that expectations and reality may diverge

Meta

morphosis Stag

e

• A new employee changes and adjusts to the job, work group and organization

A SOCIALIZATION MODEL

HOW ORGANIZATION CULTURES FORM

CULTURE’S FUNCTIONS

Provide organizationa

l identity

Sense-making device

Control mechanism for shaping behavior

Facilitate commitment

CULTURE’S LIABILITIES

Barrier to change

Barrier to diversity

Barrier to acquisitions and

mergers

HOW EMPLOYEES LEARN CULTURE?

Stories Material symbols

Language Rituals

CREATING AN ETHICAL ORGANIZATIONAL CULTURE

Be a visible role model

Communicating ethical expectations

Provide ethical training

Visibly reward ethical acts and punish unethical ones

Provide protective mechanisms

CREATING A POSITIVE ORGANIZATIONAL CULTURE

Building on employee strengths

Rewarding more than punishing

Emphasizing vitality and

growth

Limits of positive culture

WHAT IS SPIRITUALITY?

Workplace spirituality recognizes that people have an inner life that nourishes and is nourished by meaningful work that takes place in the context of community.

WHY SPIRITUALITY?

Workplace job satisfaction

Lower turnover rate

Better attendance rate

Higher customer satisfaction

Positive ethical values

CHARACTERISICS OF A SPIRITUAL ORGANISATION

Strong sense of purpose

Trust and respect

Humanistic work

practices

Toleration of employee expression

CRITICISM OF SPIRITUALITY

Little research

•There is a very little research on workplace spirituality

Make some employees uneasy

•There is clearly the potential for an emphasis on spirituality to make some employees uneasy

Whether spirituality and profits are

compatible

•The issue of whether spirituality and profits are compatible objectives is certainly relevant for managers and investors in business

CONCLUSION

THANK YOU