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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