Organization Culture Od

7/29/2019 Organization Culture Od

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ORGANIZATIONALCULTURE

ByPriyanka Bhagwat 01Prachi Nemade 05

SY MMS (HR)


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culture in society is manifested as

poetry

music

artlothesfashionsStories

films

folklore

festivalstitles

status symbols

literature


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Aspects of culture


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Booz & Company Definition ofCulture


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What is Organizational Culture?

The basic pattern of shared values andassumptions governing the way employeeswithin as organisation think about and act onproblems and opportunities.


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assumptions

and beliefs.

values

artifacts andbehavior

3 tiers on an organizational culture


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How EmployeesLearn Culture/

How it is reinforced

Material

SymbolsLanguage

Stories Rituals


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Innovation and Risk Taking Attention to Detail Outcome Orientation People Orientation Team Orientation Aggressiveness Stability

Characteristics of OrganizationalCulture


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CULTURE IS AS CRITICAL AS STRATEGY AND ORGANIZATION AND ALL THREE

MUST BE IN SYNC


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Culture Correlates With High Performance

By booz and company


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Types of Organizational Culture

CLAN ADHOCRACY

HIERARCHY MARKET

INTERNALFORCES

EXTERNALFORCES

STABILITY

FLEXIBILITY


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How Organizational

Cultures Form

Philosophyof the

Organizations

FoundersOrganizational

CultureSelection

Top

Management

Socialization


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Three Different Categories Of Cultural Issues

C


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Culture matters it can makeor break your company


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CUSTOMERS FIRST

THE WORK CULTURE

RECRUITMENT AT CISCO

'BUILT TO LAST'

It follows a principle of customerfocus, transparentcommunication, employee

empowerment, integrity andfragility.

CISCO'S CULTURE


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Pleasanton, California, business

management software company Our true competence is our

culture, explains Dave Duffield.Thats what attracts people andkeep them here.

competent, trustworthy, and fun. respect technology and flexible customer

service. Selection of candidate. The company has grown faster than

SAP and Oracle and is now thesecond largest provider of business

management software (after SAP).

ORGANISATIONAL CULTURE AT PEOPLE

SOFT
http://www.sodahead.com/entertainment/keha-says-she-had-sexy-experiences-with-a-ghost-who-is-the-most-out-there-celebrity/question-3204103/


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Hewlett Packard (HP) is a global organizationwith a corporate culture that is spread toemployees around the world.

Five well-established values known as The HPWay

These values include

trust and respect for individuals,

a focus on achievement and contribution,

the conduct of business with uncompromisingintegrity,

achievement of common objectives throughteamwork,

encouragement of flexibility and innovation

Hewlett Packard (HP)


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HP always renounced the "hire and fire" mentality

offered its employees "almost perfect job security

.

trusted in the "individual's own motivation to work"

treated their employees as family members

stock options and profit sharing scheme

extensive employment benefits such as scholarships for the employee's children etc.

company's objectives serves guideline for "all decision-making by HP people,

They cover as follows:1. Profit,

2. Customers,

3. Fields of Interest,

4. Growth, Our People,

5. Management, and6. Citizenship.

Follow strategies nowadays comprise mainly the "Management by Objectives","Management by Wandering around" meaning informal communication within thecompany, and "Total Quality Control"

The HP Way


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Problems several years ago encouragedHP to change its culture.

The HP way is seen as model forcorporate culture in many countries.

The roots of many subsequent

companies are located in HP, e.g. SteveWozniak, who worked at HP and laterco-founded Apple.

This has led to the establishment of a

new corporate culture in Silicon Valleyand many firms have tried to imitatethe HP way and adopted measures suchas stock options, innovative work rules,teamwork, and profit sharing.


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CHANGING ORGANISATIONAL CULTURE


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Facts


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There were large differences in profiles, grades,

designations and salaries of personnel There was uneasiness among the staff of BoM as

they felt that ICICI would push up the

productivity per employee, to match the levels ofICICI

BoM employees feared that their positions wouldcome in for a closer scrutiny.

They were not sure whether the rural brancheswould continue or not as ICICI's business waslargely urban-oriented.

Immediate Impact


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Employee behavioural pattern study

Steps taken to Decrease resistance


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Established clearcommunication channelsthroughout

Training programmes were

conducted which emphasizedon knowledge, skill, attitudeand technology to upgradeskills of the employees

Direct dialogue with theemployee unions of the BoMto maintain good employee

relations

Steps taken to Decrease resistance

of change by ICICI

By June 2001 the process of integration


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ICICI transferred around 450 BoM employees to ICICI Bank, while 300ICICI employees were shifted to BoM branches. Promotion schemes for BoM employees were initiated and around 800

BoM officers were found to be eligible for the promotions. End of the year, ICICI seemed to have successfully handled the HR aspects

of the BoM merger.

The win-win situation created

We do put people under stress by raising the bar constantly. That is theonly way to ensure that performers lead the change process.K. V.Kamath, MD & CEO, ICICI

Noticing Small Changes Early Helps You Adapt To The Bigger Changes

That Are To Come Change Happens, Anticipate Change, Monitor Change, Adapt To Change

Quickly. Enjoy Change! Be Ready To Change Quickly And Enjoy It Again

By June 2001, the process of integration

between ICICI and BoM was started


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Coca-Cola India Culture

Flexible

01020304050607080Rigid

BureaucraticAccountableIndividualistic

Tentative

Risk-avoidingPeople-oriented

Directive

Strategically orientedStatus quo

ApatheticntrepreneurialUnaccountable

Collaborative

DecisiveRisk-taking

Task-oriented

ParticipativeShort-term oriented

ProgressivePassionate

We aspire to be amongst the Most Respected Compan ies in Indiaas we continue to leverage the Per Cap G rowth Opportunity by building aProfitable, Sustainable, Year Round Business


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Founder sam waltons concern and respect forstaff from the foundation of the company

An environment of trust

Meet staff Calling employees by their first name

Encouraged change to maintain thecompetitive edge.

Wal-Mart


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Its relaxed culture

Encourages informality

Staff to have fun at their jobs

Employees are valued

Staff are encouraged to pitch in

and help out

Southwest Airlines


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http://leapq.org/blog/wp-content/uploads/2011/11/southwestculture.png


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Based in Ventura, California

Focus on work-life balance.

"Let My People Go Surfing"

"The time we spend outside the office helps us managethe storytelling process around our products," says BonDurant, a 10-year Patagonia veteran and an avid

mountain climber. "We're designing ski and surfingapparel, we need to be traveling and trying things out."

Flexi-time

G l


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Google

Flat management structure

No task too small for anyone to pitch in

Googlers have to be Googley

Google-O- Meter Culture clubs

G l


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Free work schedule

Relaxed, team-based atmosphereHigh expectations Focus on flexibility and creativity,

Leaders are entrepreneurial Effectiveness measured in creativity and innovation

Vibrant workplace, but high risk taking

Google

Z


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Deliver WOW Through Service

Embrace and Drive Change Create Fun and A Little Weirdness

Be Adventurous, Creative, and Open-Minded

Pursue Growth and Learning Build Open and Honest Relationships With

Communication

Build a Positive Team and Family Spirit

Do More With Less

Be Passionate and Determined

Be Humble

Zappos


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zappos

Cultural fit

Pay raises - Skill tests

Cultural evaluations

Allow your employees to make decisions ontheir own

Offer $3000 to leave

Ringing bells Million dollar t-shirt


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If you keep your staff happy then the

customer will be happy, and if you keepthe customer happy then the shareholdersare happy

Aggressiveness

Innovation

Risk-taking People orientation

Virgin Group


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Making bright minds shine brighter Abundant opportunities

Warm and people friendly environment

Minds are constantly in motionCareer is personally rewarding and

professionally enriching

Aditya Birla Group

Changes taken by K.M.Birla in


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1.Retirement policy

2.Corporate logo

3.Recruitment process

4.Change in decision making

5.Scholarships to students and Awards toemployees

6.Happiness at work

7.Hierarchy based on performance of employees8.Changes in reporting

Changes taken by K.M.Birla in

Company

I f


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Infosys

Infosys has a very open-minded work cultureit is a place where there is minimalhierarchy and people are unafraid to voicenew ideas

All employees have a sense of pride to be aInfoscion (they proudly call themselves!)

Lif @ I f


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Life @ Infosys

These are aspects of life at Infosys that describe what it is

like to be an Infoscion.

Excel at challenging and exciting work assignments

Continuous learning for professional and personaldevelopment Enjoy a fun place to work Synchronize with the Company's Business and Growths

D t d lt f I f


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Day-to-day culture of Infosys

Spot awards.

Every Tuesday formal dressing.

Cubicle decoration.

Employees can easily meet the topmanagement persons.

Team outing after completion of a project

PUMA


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PUMA

The fastest route between

Rajiv Mehta, managing

directors rooftop cabin

and that of his colleaguesis a red, fibre-reinforced plastic,

Puma-branded slide.

OFFICE AS LIVING ROOM


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OFFICE AS LIVING ROOM

Flowing desks and an equally fluid bookshelf.

A little bit of modern and a little bit of retro

Leather rugs

Vintage-looking chest of drawers for papers

A hand-drawn cart serving as a magazinestand

A custom-made sofa


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Office as brand ambassador Joy and energy are very important elements of

our work culture


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Office as hang-out zone


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Office of the future? Vibrant, lively, casual and recreational

Its approach is more likely to be echoed increative organizations such as advertisingagencies, rather than mainstream marketers.


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Europe India

Character

Quality is a given

Adherence to specifications Penalties in case of non- performance

Promises have to be kept Law & Order attitude

Quality is a sales argument

Tend to generalize rather than being specific

Incentives for completing the transaction Confirmations are flexible Spirit of the Law attitude

Perspectives Precise & accurate

Men and women are self- reliant; Do it yourself attitude

Think practical Servants make life easier from childhood on

Communication Clear & Brief

Black / White

Yes / No

Indirect way of communicating

Reading between the lines

Saying no is impolite

Work Culture Similarities anddifferences between India andEurope


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Dictionary Yes / No

Yes means Agreement, Confirmation isfix

No means Definite refusal, No furtherdiscussions!

Yes means I hear you, I understand, I agree Saying No is impolite

Social Structures Live in small families

Generations go separate ways

Need freedom,

privacy is very important

My home is my castle Business is in most cases independent tothe relatives

Live in large families

Strong bonding within the family

Hardly any personal sphere,

privacy, think in terms of we

mix private & business Doing business with Indians means the entirefamily is included


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FINDING YOUR

CULTURE


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Conclusion


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Positive corporate culture is now a prerequisite forsuccess rather than a competitive advantage.

It allows the hiring and retention of top-qualitystaff. Ideally established at a companys infancy.

It can be changed over time, if a corporate culture islowering morale, a top-down approach is needed,setting out the vision from the top anddemonstrating acceptable behaviour.

Improving workplace culture makes employeesexperience happier and this in turn leads toimproved profitability.

Conclusion


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THANK YOU

Documents

Organization Culture Od