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ORGANIZATIONAL CULTURE AND CLIMATE By: Jason Santos, MBA Connect with me on LinkedIn

Service Culture chapter2 Organizational Culture & Climate

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ORGANIZATIONAL CULTURE AND CLIMATEBy: Jason Santos, MBAConnect with me on LinkedIn

Organizational CultureSource: study.com/academy/lesson/what-is-organizational-culture-definition-characteristics.html

Organizational cultureis the foundation, a system of shared assumptions, values, and beliefs, which governs how people behave in organizations. These shared values have a strong influence on the people in the organizationand dictate how they dress, act, and perform their jobs.

Organizational ClimateSource: https://en.wikipedia.org/wiki/Organisation_climate

Organizational climate is the process of quantifying the culture of an organization, and it precedes the notion of organizational culture. It is a set of properties of the work environment, perceived directly or indirectly by the employees, that is assumed to be a major force in influencing employee behavior.

Key Elements of an Organizational CultureSource: https://www.bridgespan.org/insights/library/organizational-effectiveness/key-elements-effective-organizations

Source: http://genuineevaluation.com/what-does-a-learning-enabled-organizational-culture-look-like/

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Org. Culture vs. Org. ClimateOrganizational CultureOrganizational ClimateBased on anthropology and sociologyBased on psychologyMembers learn and communicate what is acceptable or unacceptable in the organizationIt does not deal with values & norms, it is concerned with the current atmosphere in the organizationIt is long lastingIt is developed through the managerial prescriptions

What is the Importance of Org. Culture?

It attracts and retains talentEngages PeopleCreates energy and keeps them in momentumChanges their view of workCreates greater synergyMakes them successful. All the more, the Business successful.

ORGANIZATIONAL CULTURE DIFFERENCES ACROSS THE WORLD

CHINA

Bureaucratic and hierarchic with high power distanceDecision making without delegationPunishment for negative resultsPoor flow of information (passive communication)Decision based on intuition and past experienceCase by case approachLimited use of support systemsA paternalistic leadership model means workers immediate supervisors are expected to be hands-on and personable. Managers are expected to socialize with employees.Workers expect explicit directions on tasks.Qualified workers switch companies easily.Chinese people are among the longest working in the world; the workday is officially set at 8 hours, but at least 25% put in 9-11 hours every day. Long lunch breaks provide time to eat, rest or even take a nap to re-energize

JAPAN

Silence is GoldenGroup solidarity is paramountBusiness cards are talismansAge equals seniorityHard sell doesnt sellPrivacy is valuedTradition of Business Gift ExchangeChopstick manners and etiquette Follow the business and official dress codeJapanese are service oriented

AMERICA

Highly Informal, people prefer to be called by their first names., even bosses or supervisors.Meetings are highly common and longStraightforward they prefer saying yes or noPeople come to work early and leave on timeHighly liberal & democraticOften luxurious amenitiesDress codes vary widelyRequirement to participate in corporate social life

PHILIPPINES

Unique communication styleRespect to SeniorsHospitable, warm & friendlyGenerosity in the workplaceDeep sense of camaraderie and belonging bayanihanValue of praise & recognition for hard workRelaxed environment, thus the maana habit & filipino time are often prevalentRequirement to participate in social corporate culture pakikisama

RUSSIA

Pessimistic work styles, Russia is a country that considers itself isolated from the rest of the world.Greeting with gifts, usually during first, official business meetings. Particularly during Intl. Womens day (march 8)Patient & serious workers prefers not to joke or goof around at workPrefers face to face interactions over emails, faxes and the like. Connections and Bureaucracy

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