Answer 1

Organizational culture and organizational structure: Every organization does

some sort of commerce. Profits and the expansion of the organization's business
operations are its ultimate goals. When an organization is given high-quality projects
to work on, business prospers. If organizations are to operate profitably, they also
need to have a correct structure. Here, "structure" refers to the hierarchical
organization that shows the lines of authority (departments, employees), as well as
the channels of communication. This organizational structure aids in defining how
information is communicated and flowed among the various layers of the hierarchy.
The structure is a very visible aspect of an organisation. Organisational culture, on
the other hand, is an almost invisible aspect of the organization. You have studied
the basic concepts of organisational culture in Chapter 1. It is important to mention
here that the organisational structure and the organisational culture are interrelated.
In the majority of cases, it is the structure of the organisation that needs to adapt to
the changing components of the culture. Let us now study the interrelations between
these two. Departments, divisions, and supervisors are only a few of the components
that make up an organization's structure. How these elements interact with one
another depends on the organizational culture. A key element of culture is values,
assumptions, and beliefs. The many components of an organization are positioned in
the structural hierarchy according to its values.

Creating Organizational culture- Organizational culture is not something that is

formed in a single day; rather, it is something that is developed over time. It begins to
change as soon as an organization is created and continues to change during the
course of its existence. The founding member of an organization shapes the
organization's first culture. However, based on their philosophies, visions, and
missions, various organizations have diverse cultures.
performing the culture audit

Assessing the management team

Focusing on results and building

accountibility

Managing the drivers of culture

Communicating and rewarding

Steps for creating an organizational culture

1. Performing a culture audit: A culture audit is conducted to identify the
positives and negatives of the current organizational culture. It also entails
going over the organization's mission and vision statements. Additionally, one-
on-one conversations are held with employees to better grasp their
perspectives on the current culture and their expectations. Taking into
account the positives and negatives of the current culture, ultimately aids the
organization in developing a new culture.

2. Assessing the management team: The members of the organization's top

management are evaluated at this step. This evaluation aids in identifying
which managers are adaptable to the new culture. Case managers receive
the necessary counseling if they show resistance to change. Even after that, if
they continue to oppose change, they are expelled from the company.

3. Focusing on results and building accountability: For an organization to fulfill its

long-term strategic goals, a positive culture is required. In order to accomplish
this, each manager's roles are established in a way that allows them to
contribute to the organization's strategic objectives. Additionally, managers'
performance is compared to the established standards on a weekly or
monthly basis. As mentioned in point 1 above, Kelly created a culture at St.
George Bank where managers were expected to take responsibility for all
work they did.

4. Managing the drivers of culture: A variety of factors contribute to the

development of an organization's culture. These factors include the nature of
the firm, client base, management style, and employees' attitudes,
perceptions, and mental processes. All factors of cultural change must be
effectively handled in order to develop or execute new organizational culture.
In the instance of St. George Bank, factors like the management framework,
discipline, and strategy need to be enhanced in order to foster a culture.
5. Communicating and rewarding: If there is good communication among all
parties involved in the organization, a strong culture can be formed. For
instance, regular communication between management and employees might
be helpful in recognizing persistent issues at work. The organization might
improve its products and services by regularly connecting with its customers
and soliciting their input.

Socialization tactics- Socialization is the process of instilling rules, customs, and

philosophies among members of a group inside an organization.

Organizations employ a variety of socialization strategies to speed up the

socialization process. According to Van Maanen and Schein, there are six
fundamental socialization techniques. These are
1. Collective versus individual socialization tactics: A common set of experiences
are forced onto all new employees as part of the collective socialization
strategy. For instance, during fire drills, staff members receive general
instructions on how to evacuate a building in the event of a fire. The individual
socialization strategy, however, exposes new hires to a variety of situations.
Consider internships, in which workers receive training according to their job
characteristics.
2. Formal versus informal socialization tactics: Employees are offered off-the-job
training as part of the formal socialization strategy so they can learn and
develop the skills necessary to do their work. To fulfill their duties, however,
employees are immediately transferred to the floor under the informal
socialization strategy without any additional training or orientation. On-the-job
training is the name given to this procedure. For instance, roadside dhaba
waiters pick up new skills while doing their work.
3. Sequential versus random socialization tactics: The sequential socialization
strategy involves defining specific procedures for new hires to follow in order
to complete their tasks. programs for doctor internships, as an illustration. On
the other hand, when the stages are vague in nature, random socialization
occurs. For instance, managerial training is haphazard.

4. Fixed versus variable socialization tactics: Employees are mandated to labour

according to a set schedule under the fixed socialization strategy. For
instance, the probationary term is set at two years in the case of a bank.
However, the employee is unable to move on to the next step under the
variable socialization tactic until the organization deems them suitable. The
private sector is where this kind of strategy is most prevalent.

5. Serial versus disjunctive socialization tactics: Employees are taught through

organizational leaders or role models under the serial socialization strategy.
programs for mentorship, as one example. The employees must socialize on
their own when using the disjunctive socialization strategy because there are
no role models or leaders present. Employees at a new business setup, for
instance, must learn on their own because there are no established standard
practices.

6. Investiture versus divestiture tactics: The current skills and talents of new
hires are taken into account and maintained by an organization under the
investiture socialization strategy. Programs for orientation, help with moving,
career counseling, etc. are a few instances of investiture socialization. The
divestiture socialization strategy, on the other hand, asks new hires to learn
new skills while ignoring their skills and aptitude. Medical students, for
instance, are instructed to utilize the divestiture strategy.

Answer 2
Ethical organizational culture- The moral and behavioural standards that each
employee of a company is required to uphold are referred to as ethics. These
regulations are designed to stop organizational malpractices like fraud and
corruption. An ethical organizational culture encourages staff to uphold the norms of
conduct. Organization to organization has different ethical organizational cultures.
Giving non-monetary benefits to customers in order to win business, for instance,
may be deemed ethical in some organizations but unethical in others. Organizational
cultures that are ethical do not emerge on their own. Top executives create a code of
ethics that outlines the main values and ethical guidelines for this. All employees
inside the company are expected to adhere to these.
The management's dedication to the organization's ideas and values is the primary
condition for instilling ethical ideals in that organization. Some key procedures for
developing an ethical organizational culture are listed by Robbins and Judge. The
following practices are discussed:
1. Become a role model: Senior-level managers' actions are always a good
teaching tool for staff members. The kind of behaviour that is permitted in the
organization is explained by the attitude and actions of senior managers. As a
result, when top management acts in a way that upholds strong ethical
standards, all employees receive a good message.

2. Communicate ethical expectations: Sometimes, poor communication leaves

workers uncertain about the ethical standards at work. Organizations must
create and communicate a code of ethics for their organization in order to
reduce ethical ambiguity. The staff will benefit from knowing the fundamental
principles and moral standards that must be upheld.

3. Impart ethics training: Without proper training for the workforce, no workplace
culture can be implemented. Therefore, it is necessary to perform a variety of
ethical training programs, seminars, and workshops to reinforce the
organization's norms of conduct. Training programs aid in providing
employees with a clear understanding of the ethical conduct that is acceptable
at work. Employees also learn how to handle ethical dilemmas through this
training.

4. Adopt a fair reward system: Managers must rate an employee's choices while
evaluating his or her performance. The organization's code of ethics must be
compared to these ratings. Ethics-based behaviour should be rewarded, and
unethical behaviour should be penalized.

5. Provide discussion mechanism: Organizations should provide a structured

process for staff members to debate ethical dilemmas and report unethical
behaviour. The resolution of unethical behaviour should be handled by ethical
officials and counselors.

Positive organizational culture- Organizations constantly strive to create a positive

culture so they can expand and prosper. A healthy organizational culture is
supportive, democratic, and forward-thinking. Such a culture fosters and rewards
employee contribution and swiftly adjusts to the world's ongoing change.
Respect is given to employees in a positive workplace culture, and every day, high
standards are expected of their job. Coordination is frequently facilitated by a
positive setting. Employers are free to take on projects since management respects
their judgment and experience. As a result, there is no constant monitoring or
correcting. In addition to collaborating when necessary to finish a project, the
workers are more likely to sense a connection with one another. To increase
productivity and efficiency in the organization, a positive culture example would be to
highlight each employee's abilities.
The following three areas are mostly emphasized by an organizational culture that is
healthy:
1. Building up employee strength: A healthy organizational culture places a
strong emphasis on the skill and capability development of its workforce. Their
contribution to achieving an organization's goals and objectives is thereby
increased. Employees must also be aware of their strengths in order to
increase production.

2. Rewarding more than reprimanding: Instead of only instilling the fear of

punishment for any ethical transgression, organizations must reward
employees even for modest ethical deeds in order to foster a positive
organizational culture. Employees will feel more appreciated and have more
faith in the organizational culture as a result.

3. Focusing on employee vitality and growth: Employing the greatest employees

and enhancing their skills and capacities should be the main priorities of an
organization with a healthy organizational culture. Additionally, it involves
running training programs, organizing leisure activities, and motivating staff to
enroll in advanced educational courses. These exercises aid workers in
developing their professional and personal skills.

Employee work happiness is one of the beneficial effects of organizational culture in

a business. When employees perceive the company culture to be positive, they may
find the workplace to be more motivating and feel more a feeling of loyalty to the
business.

Answer 3(a)
The success of an organization can be significantly influenced by its culture. The
kind of culture that an organization fosters has a significant impact on whether it
succeeds or fails. Various organizations have a variety of cultures. An organization's
culture is distinct from its goals and way of doing business. An organization's
structure and objectives have a significant impact on how its culture develops and
takes on its final form.
Mobius ltd. definitely lacks some strong and effective organization culture that is
responsible for it’s success. It demonstrates the attributes of a weak culture listed
below-
1. Lack of awareness of strengths and weaknesses: The weak culture of Mobius
ltd is preventing it from recognizing its own advantages and disadvantages.
Even if it is aware of them, nothing specific is being done to take advantage of
the strengths and address the deficiencies.
2. Lack of awareness of opportunities and Threats: The weak culture is
preventing the organization from taking any action to address opportunities or
threats that are already present in the outside market. Therefore, the
organization’s engagement quotient scores were below the sector benchmark
of competitor organizations.
3. Inefficient leadership: The given condition of the organization demonstrates
that it clearly lacks an efficient leader.
4. Focus on the individual goals: employees might prioritize their own aims over
the objectives of the company. The mission, vision, and other overarching
objectives of the organization are not well understood by the staff. Hence the
employees have low levels of job satisfaction and lack teamwork in the
organization.
5. Multiple policies and procedures: There are too many rules, regulations, and
methods of doing things in a weak culture. They might not, however, be
strictly adhered to. The mentioned organization nearly has a bureaucratic
culture where every task must pass through numerous steps. This is the
reason staff found it challenging to engage in a meaningful manner with the
action planning process and the company has a rank & file structure in place
and is hierarchical in its approach.
6. High attrition rate: The weak culture of the organization has led to, an all-time
high absenteeism rate to add to the woes of the company. The 18% increase
in last year’s staff turnover is also because of the attrition characteristic.
From the above discussion, it is clear that Mobius ltd urgently needs to change it into
a strong culture if it wants to step the stairs of success again in the market.

Answer 3(b)
Mobius ltd. can increase organizational performance by solving issues quickly when
there is a strong culture in place. Therefore, it is crucial for an organization to create
a culture that encourages collaboration and problem solving. Organizational culture
is not something that is developed in a single day; rather, it is something that is
developed over time. It begins to change as soon as an organization is created and
continues to change over the course of its existence.

The company should follow the given steps for the culture change and creating a
new one-
1. Performing a culture audit: A culture audit is conducted to identify the
positives and negatives of the current organizational culture. It also entails
going over the organization's mission and vision statements. Additionally, one-
on-one conversations are held with employees to better grasp their
perspectives on the current culture and their expectations. By taking into
account the positives and negatives of the current culture, ultimately aids the
organization in developing a new culture.
2. Assessing the management team: The members of the organization's top
management are evaluated at this step. This evaluation aids in identifying
which managers are adaptable to the new culture. Case managers receive
the necessary counseling if they show resistance to change. They are
removed from the organization even after that if they continue to oppose
reform.
3. Concentrating on outcomes and fostering accountability: An organization
needs a positive culture in order to accomplish its long-term strategic
objectives. In order to accomplish this, each manager's roles are established
in a way that allows them to contribute to the organization's strategic
objectives. Additionally, managers' performance is compared to the
established standards on a weekly or monthly basis.
4. Managing the drivers of culture: A variety of factors contribute to the
development of an organization's culture. These factors include the nature of
the firm, client base, management style, and employees' attitudes,
perceptions, and mental processes. All factors of cultural change must be
effectively handled in order to develop or execute new organizational culture.
5. 5. Communicating and rewarding: If there is efficient communication among
all parties involved in the organization, a strong culture can be formed. For
instance, regular communication between management and employees might
be helpful in recognizing persistent issues at work. The organization might
improve its products and services by regularly connecting with its customers
and soliciting their input.
In order for an organization to achieve its long-term objectives, it is crucial to sustain
its culture after it has been established. An organization must choose and hire
applicants for this position who best suit the existing culture. In addition, there should
be in place efficient performance appraisal standards, training and development
programs, and prizes. An organization needs consider three factors, which are
explained as follows, in order to maintain the existing culture.
1. Recruitment and selection practices: The recruiting and selection process
attempts to hire individuals with the necessary abilities and knowledge to
carry out job duties. The interviewer will ultimately decide whether to choose
or reject a certain candidate. Assessing whether or whether the potential
applicant would fit into the organizational culture is the interviewer's final
factor.
2. Role of top management: The management's actions and decisions have a
big impact on the organization's culture. The top management creates cultural
norms and values that filter down to the organization's lowest levels. These
standards relate to taking risks, appropriate attire, the degree of employee
freedom, etc.
3. Socialization tactics: Techniques for socialization: After selecting the ideal
group of employees, they must be made to feel at ease. For this reason,
regular interactions with employees are held in order to help them adopt the
organizational culture.
These are some of the techniques that Mobius ltd. should keep in mind while
creating a new culture.

Source: textbook