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ORGANIZATIONAL CULTURE AND CLIMATE
A Presentation By:
Kunal Kumar
Neha Anand
Rashmi Sharma
ORGANIZATION CULTURE: CONCEPT
A common perception held by organization’s members.
A system of shared meaning. Culture is the social glue that helps hold the
organisation together.
ORGANIZATION CULTURE: DEFINITION
“Organization culture is the basic pattern of shared assumptions, values and beliefs considered to be the correct way of thinking about and acting on problems and opportunities facing the organization.”
CHARACTERISTICS OF ORGANIZATION CULTURE
Innovation and risk taking Attention to detail Outcome orientation People orientation Team orientation Aggressiveness Stability
FUNCTIONS OF ORGANIZATIONAL CULTURE
Organisational culture provides a sense of identity for members.
Organisational culture enhances commitment to the organisation’s mission.
Organisational culture clarifies and reinforces standards of behaviour.
Defines the boundary between one organization and others.
Enhances the stability of the social system.
EFFECTS OF ORGANIZATIONAL CULTURE
Organizational performance Length of employment Person/organization fit
HOW EMPLOYEES LEARN ORGANIZATIONAL CULTURE
Artifacts Values Assumptions Beliefs
Artifacts Observable symbols and signs of an organization’s culture. eg:., structures, processes etc.
Stories and legends
Rituals and ceremonies
language
Physical structures
and symbols
Values The reasons given by an organisation for the way things are done. Eg:strategies, goals, philosophies.
AssumptionsThe beliefs that are taken for granted by the organisational members. These are ultimate source of values and action that include: unconscious, perceptions, taken for-granted beliefs, thoughts, feelings etc.
BeliefsRepresent the individual’s perception of reality.
UNIFORMITY OF CULTURE
Organization culture is a common perception held by the organization’s members.
All members cannot share this perception at the same degree.
This gives result to: Dominant culture Sub-culture
DOMINANT CULTURE
Set of core values shared by a majority of the organization’s members.
SUB-CULTURE
Set of values shared by a minority of the organization’s members.
Formed as a result of problems or experiences that are shared by members of different departments.
Some subcultures enhance the dominant culture.
Some directly oppose the organization’s core values and beliefs. They are called “counter-cultures.”
STRONG AND WEAK CULTURES
A culture in which the core values are intensely held and widely shared.
Strong managers determine a strong culture.
Factors determining strength of a culture: Sharedness: degree to which organization’s
members have same values. Intensity: degree of commitment to the core
values of the organization. Both of these factors are determined by
orientation and rewards.
ADAPTIVE CULTURE
Culture in which employees focus on the changing needs of customers and other stakeholders, and support initiatives to keep pace with those changes.
External focus. Employees in an adaptive culture pay as
much attention to organizational processes as they do to organizational goals.
Strong sense of ownership. Proactive and quick.
CREATING AND MAINTAINING A CULTURE
HOW ORGANIZATIONAL CULTURE STARTS?
• Founder has an
idea of a new enterprise
• Founder creates a
core group with one or more key people with common vision
•The core group begins to act in a concert to create an organization
•Others are brought in the organization and a common history begins to be built
MAINTAINING CULTURE
Forces that play a significant role in sustaining culture:
Selection practices Concern with how well the candidates will fit into the
organization.–Provides information to candidates about the organization.
Actions of top management Senior executives help establish behavioural norms
that are adopted by the organization. Socialisation method. The process that helps new employees adapt to the
organization’s culture.
EDGAR SCHEIN ORGANIZATIONAL CULTURE:
SOCIALIZATIONSocialization refers to process of inheriting norms,
customs & ideologies.It may provide the individual with the skills & habits
necessary within their own society.Socialization is thus ‘the means by which social &
cultural continuity are attained.
AGENTS OF SOCIALIZATION:The familyEducationReligionPeer groupsMass mediaOther- work place, public institutions.
PROCESS OF SOCIALIZATION
Selection of entry level personnel
Placement on the job
Job mastery
Measuring and rewarding performance
Adherence to important values
Reinforcing the stories and folklore
Recognition and promotion
ORGANIZATIONAL CLIMATE
Climate is defined as the recurring patterns of behaviour, attitudes and feelings that characterize life in the organization.
The shared perception of the way things are around here.
Typical climates correspond to human feelings or moods: excitement, depression, anger, fear, optimism or anxiety
Culture and Climate
Example We can compare organizational culture and
climate to personality and mood. The former is enduring; the latter is temporary. We acquire our basic personalities early in life, but our moods can shift several times in one day.
Although organizational culture endures like personality, it is easier to change. Climate is variable like mood and is just as important as human feelings.
DIFFERENCE BETWEEN CULTURE & CLIMATE
Refers to current situation in an organization.
Climate is often defined as the recurring patterns of behaviour, attitudes and feelings that characterize life in the organization.
Climate often proves easier to assess and change
Refers to the historical & tradition of the organization.
Organizational cultures are generally deep and stable.
Culture of an organization is not that easy to change.
Climate Culture