Org Culture Climate

7/24/2019 Org Culture Climate

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Organizational Culture &Organizational Culture &ClimateClimate

Prof.Shabir AhmadProf.Shabir Ahmad The Business SchoolThe Business SchoolUniversity of Kashmir University of Kashmir

August 17, !1! August 17, !1!


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"earning #b$ectives"earning #b$ectives

1. Differentiate between values andnorms and understand the wayculture is shared by an

organizations members2. Describe how individuals learn

culture both formally and informally3. dentify the four building bloc!s or

foundations of an organizationsculture that account for culturaldifferences among organizations


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"earning #b$ectives %cont.&"earning #b$ectives %cont.&". #nderstand how an organizations

culture$ li!e its structure$ can bedesigned or managed%. Discuss an im ortant outcome of

an organizations culture'cor orate social res onsibility


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Basic TermsBasic Terms' #rgani(ational culture) the set of

shared values and norms thatcontrols organi(ational members*interactions +ith each other and +itheo le outside the organi(ation

' -alues) general criteria, standards, or

guiding rinci les that eo le use todetermine +hich ty es of behaviors,events, situations, and outcomes aredesirable or undesirable


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Basic Terms %cont.&Basic Terms %cont.&

' (erminal value' a desired end stateor outcome that eo le see! to

achieve' nstrumental value' a desired mode

of behavior

' )orms' standards or styles ofbehavior that are consideredacce table or ty ical for a grou ofeo le


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Selected efinitions on #rg./ultureSelected efinitions on #rg./ulture

0lliott ac2ues%134 &5 The culture of the factoryis its customary and traditional +ay of thin6ing anddoing things, +hich is shared to a greater or lesserdegree by all its members, and +hich ne+ membersmust learn, or at least artially acce t, in order to beacce ted into service in the firm.5

Andre+ Pettigre+% 1373& 8 /ulture is a system of

ublicly and collectively acce ted meanings for a givengrou at a given time. This system of terms, forms,categories, and images inter rets a eo le*s o+nsituation to themselves.5


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' /aren Siehl and oanne 9artin % 13:;rgani(ational culture can be thought of as the glue that

holds an organi(ation together through a sharing of

atterns of meaning. The culture focuses on thevalues, beliefs, and e< ectations that members cometo chare.5

=arrison and anice Beyer % 133>&

8 /ultures are collective henomena that embodyeo le*s res onses to the uncertainties and chaos thatare inevitable in human e< eriences. These res onsesfall into t+o ma$or categories.

The first is the substance of a culture shared,emotionally charged belief systems that +e callideologies. The second is cultural forms observableentities, including actions, through +hich members of aculture e< ress, affirm, and communicate thesubstance of their culture to one another.5


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?igure 7 1) Terminal and @nstrumental?igure 7 1) Terminal and @nstrumental-alues in an #rgani(ation*s /ulture-alues in an #rgani(ation*s /ulture


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#rgani(ational /ulture#rgani(ational /ulture

' Based on enduring values embodied inorgani(ational norms, rules, standardo erating rocedures, and goals

' Peo le dra+ on these cultural valuesto guide their actions and decisions+hen faced +ith uncertainty andambiguity

' @m ortant influence on members*behavior and res onse to situations


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Strong and ea6 /ulturesStrong and ea6 /ultures

' Strong cultures are often sha ed by strongvalues and strong leadershi .

' ?actors that determine the strength of anorgani(ational culture are

' Shared ness

' @ntensity


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/haracteristics of #rgani(ational/haracteristics of #rgani(ational

/ulture/ulture' #bserved Behavioral egularities

' Corms' ominant -alues' Philoso hy

' ules' #rgani(ational /limate


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=o+ is an #rgani(ation*s /ulture=o+ is an #rgani(ation*s /ulture

Transmitted to its 9embersDTransmitted to its 9embersD' *ocialization ) the rocess by +hich

members learn and internali(e thevalues and norms of anorgani(ation*s culture


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=o+ is an #rgani(ation*s /ulture=o+ is an #rgani(ation*s /ultureTransmitted to its 9embersD %cont.&Transmitted to its 9embersD %cont.&

' +ole orientation ) the characteristic+ay in +hich ne+comers res ond toa situation

E nstitutionalized role orientation ) results+hen individuals are taught to res ond to ane+ conte


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=o+ Sociali(ation Tactics Sha e=o+ Sociali(ation Tactics Sha e0m loyees* ole #rientation0m loyees* ole #rientation


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' /ollective vs. individual E Collective tactics' rovide ne+comers

+ith common learning e< eriencesdesigned to roduce a standardi(edres onse to a situation

E ndividual tactics' each ne+comer*s

learning e< eriences are uni2ue, andne+comers can learn ne+, a ro riateres onses for each situation


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' ?ormal vs. informal E ,ormal tactics' segregate ne+comers

from e


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' Se2uential vs. random E *e-uential tactics' rovide ne+comers

+ith e< licit information about the

se2uence in +hich they +ill erform ne+activities or occu y ne+ roles as theyadvance in an organi(ation

E +andom tactics' training is based onthe interests and needs of individualne+comers because there is no setse2uence to the ne+comers* rogress inthe organi(ation


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' ?i


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' Serial vs. dis$unctive E *erial tactics' em loyed, e


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' ivestiture vs. investiture E Divestiture' ne+comers receive

negative social su ort and e


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Stories, /eremonies, and #rgani(ationalStories, /eremonies, and #rgani(ational"anguage"anguage

' #rgani(ation rites E +ites of assage' mar6 an individual*s

entry to, romotion in, and de arture from

the organi(ation E +ites of integration' sharedannouncements of organi(ationalsuccess, office arties and coo6outs

E +ites of enhancement' ublicrecognition and re+ard for em loyeecontributions


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#rgani(ational ites#rgani(ational ites


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here oes #rgani(ationalhere oes #rgani(ational/ulture /ome ?romD/ulture /ome ?romD

' /omes from interaction of fourfactors)

E The ersonal and rofessional

characteristics of eo le +ithin theorgani(ation E #rgani(ational ethics E The ro erty rights that the organi(ation

gives to em loyees E The structure of the organi(ation


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here an #rgani(ation*s /ulturehere an #rgani(ation*s /ulture/omes ?rom/omes ?rom


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here oes #rgani(ationalhere oes #rgani(ational/ulture /ome ?romD %cont.&/ulture /ome ?romD %cont.&

' /haracteristics of eo le +ithin theorgani(ation

E Through a rocess of hiring eo le thatmatch e


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?actors @nfluencing the evelo ment?actors @nfluencing the evelo mentof #rgani(ational 0thicsof #rgani(ational 0thics


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' ro erty rights' rights that anorgani(ation gives to members toreceive and use organi(ationalresources

' The distribution of ro erty rights todifferent sta6eholders determines)

' =o+ effective an organi(ation is' The culture that emerges in the

organi(ation


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/ommon Pro erty ights Fiven/ommon Pro erty ights Fivento 0m loyeesto 0m loyees


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' ro erty rights %cont.& E To managers are in a strong osition to

establish the terms of their o+n

em loyment and the ro erty rightsreceived by others E /hanging ro erty rights changes the

cor orate culture by changing theinstrumental values that motivate andcoordinate em loyees

E Strong ro erty rights may harm the

organi(ation

h ( l


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' #rgani(ational structure E 9echanistic vs. #rganic

' 9echanistic redictability and stability are

desired goals' #rganic E innovation and fle


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/an #rgani(ational /ulture be/an #rgani(ational /ulture be9anagedD9anagedD

' /hanging a culture can be verydifficult

E =ard to understand ho+ the revious four

factors interact E 9a$or alterations are sometimes needed' Some +ays culture can be changed)

E edesign structure E evise ro erty rights used to motivate

eo le E /hange the eo le E es ecially to

management


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Social es onsibilitySocial es onsibility' *ocial res onsibility ) refers to a

manager*s duty or obligation to ma6edecisions that nurture, rotect,enhance, and romote the +elfare and+ell being of sta6eholders and society

as a +hole


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Climate DebateClimate Debate

' (he term climate has two distinctly different meanings in theliterature which hel s to add to the im ression that OC 4includeseverything.5

' a Common erce tion or common reaction of individuals66..7' b set of conditions66.7' Organizational Climate is a relatively enduring -uality of the internal

environment of an organization that' a is e erienced by its members' b influences their behaviour ' c can be described in terms of the values of a articular set of

characteristics of the organization

'


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Organization Climate 8iteratureOrganization Climate 8iterature

' (he roots of the climate conce t are 8ewinian.

' 8ewins conce t of behaviour as the roduct of individuals acting inconte t has rovided the basic meta hor and conce tual framewor!for climate research.

' #se of the term OC and elaboration of this rinci le in organizationresearch began during the 19:;s.

' "$ ,orehand 19:=$ 8i!ert 19:1 & 19:>$ Cambell$ Dunnette$ 8awlerand ?eic! 19>;$ (aguri & 8itwin 19:= @ all resented formulations thats ecified a number of dimensions of organizational climate.

' Des ite a number of years research$the conce t of OC still remains a-uestionable status ?oodman & !ing 19>=.


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Alements of ClimateAlements of Climate' Buality of 8eadershi' mount of (rust' Communication$ u ward and downward' ,eeling of useful wor!' +es onsibility' ,air rewards' +easonable 0ob ressure' O ortunity' +easonable controls$ structure$ and bureaucracy' Am loyee involvement$ artici ation.


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9easuring /limate9easuring /limate

' 8itwin & *tringer ' Structure' es onsibility

' e+ard' is6' armth' Su ort' Standards' /onflict' @dentity

' 8i!ert' 8eadershi

rocesses

' otivational forces' Communication' nteraction influence

rocess

' Decision ma!ing' Eoal setting' Control


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/limate @nfluences/limate @nfluencesClimate nfluences

otivation erformance *atisfaction

odels of Organizationalodels of Organizational


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odels of Organizationalodels of OrganizationalFehaviour Fehaviour

Autocratic /ustodial Su ortive /ollegie ends on) Po+er 0co res "eadershi Partns9gr.#rnt Authority 9oney Su ort T

0m .#rnt #bedience Security ob. erf es0m . syr e .on b e .on org Part Self.d0m .ndm Subsist 9aint =igh.ord Self.ac

Perm rest 9inimum Pas.co a+6.drives 9odr.en


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(han! Gou(han! Gou

?ish Gou ll (he Fest

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