MODULE 4

1. Characteristics of Spiritual Organizations:

Strong sense of purpose: Organizational members know why the organization

exists and what it values.

Focus on individual development: Employers are valuable and need to be

nurtured to help them grow. These characteristics also include a sense of job
security.
Trust and openness: Organizational member relationships are characterized
by mutual
trust, honesty and openness.

Employee empowerment: Employees are allowed to a make work related

decisions that affect them, highlighting a strong sense of delegation of
authority.

Toleration of employee expression: The organization culture encourages

employees to be themselves and to express their moods and feelings without
guilt or fear of reprimand.

HRM and Spirituality: Ironically, introducing spirituality into the organizations

is nothing
new for HR. In actuality, many of the areas that HRM addresses, and has done
so for many years. There are many of the same things that support spirituality.
For instance matters such as work / life balances, proper selection of
employees, setting performance goals and rewarding people for the work they
do are all components of making the organization more spiritual. In fact as you
review the characteristics of a spiritual organization, in every case,HRM is
either the leader in making such things happen, or is the vehicle by which the
organization helps employees understand their responsibilities and offers the
requisite
training to make things happen. In the end, it’s HRM that will make the
workplace a
supportive work environment, where communication abounds and employees
feel free to
express themselves.

2. Meaning and Definition of Organisational Culture

The values and behaviours that contribute to the unique social and
psychological
environment of an organization is called Organisational Culture.
According to S.P. Robbins, “It is defined as a system of shared meaning held by
the members that distinguishes an organization from another organization”.
Organizational culture includes an organization's expectations, experiences,
philosophy, and values that hold it together, and is expressed in its self-image,
inner workings, interactions with the outside world, and future expectations.

It is based on shared attitudes, beliefs, customs, and written and unwritten

rules that have been developed over time and are considered valid. Also called
corporate culture, it's shown in:
(1) the ways the organization conducts its business, treats its employees,
customers, and
the wider community,
(2) the extent to which freedom is allowed in decision making, developing new
ideas, and
personal expression,
(3) how power and information flow through its hierarchy, and
(4) how committed employees are towards collective objectives.
It affects the organization's productivity and performance, and provides
guidelines on
customer care and service, product quality and safety, attendance and
punctuality, and
concern for the environment.

3. Types of culture in organizational behaviour

In organizational behaviour, culture refers to the shared values, beliefs,

norms, attitudes, and practices that shape the way individuals within an
organization interact with each other and approach their work. There are
several types of organizational cultures that have been identified based
on different characteristics and approaches. Here are some of the most
commonly discussed types:
1. Clan Culture: This type of culture emphasizes collaboration, teamwork,
and a sense of family within the organization. It values open
communication, mentorship, and a supportive environment. Organizations
with a clan culture often have a strong focus on employee development
and engagement.
2. Adhocracy Culture: Adhocracy culture is characterized by innovation,
creativity, and adaptability. Organizations with this culture value risk-
taking, experimentation, and entrepreneurship. They tend to be flexible
and dynamic, encouraging employees to pursue new ideas and solutions.
3. Market Culture: Market culture is oriented towards competition,
achievement, and results. Organizations with this culture emphasize
performance, setting and achieving goals, and staying ahead of the
competition. They often value individual contributions and focus on
achieving measurable outcomes.
4. Hierarchy Culture: In a hierarchy culture, there is a strong emphasis on
structure, stability, and control. These organizations have well-defined
roles, clear hierarchies, and formal processes. They value efficiency,
predictability, and a well-organized approach to tasks.
5. Differentiation Culture: This culture is centred around diversity, and it
encourages employees to bring their unique perspectives and
experiences to the table. Organizations with a differentiation culture value
inclusivity, multiculturalism, and a broad range of viewpoints.
6. Collaborative Culture: A collaborative culture emphasizes teamwork,
cooperation, and joint decision-making. These organizations prioritize
collective efforts, communication, and consensus-building in order to
achieve common goals.
7. Innovative Culture: An innovative culture places a strong focus on
creativity, continuous learning, and pushing boundaries. These
organizations encourage employees to think outside the box, explore new
ideas, and contribute to the evolution of the company.
8. Customer-Centric Culture: In a customer-centric culture, the
organization's primary focus is on understanding and serving the needs of
its customers. This culture values customer satisfaction, feedback, and
tailoring products and services to meet customer demands.
9. Ethical Culture: Ethical culture emphasizes integrity, transparency, and
ethical behaviour in all aspects of the organization. Organizations with
this culture prioritize doing what is morally right, both internally and
externally.
10. Bureaucratic Culture: Bureaucratic culture is characterized by
strict adherence to rules, regulations, and procedures. These
organizations prioritize consistency, standardization, and a structured
approach to decision-making.

4.Creating positive organizational culture

A positive organisational culture leads to increased productivity, better

employee morale
and the ability to keep skilled workers. Negative attitudes in the organisation,
particularly
when they are displayed by management or the small business owner, can
have a dramatic impact on the entire workforce. Taking the steps to ensure
that a positive culture is present in the workplace will go a long way towards
keeping organization run smoothly and keeping employees happy.
1. Create a clear vision statement for your company: Employees like to
know that the job they are doing is making a difference. By creating a vision
statement about where they want their company to be in the future and how
they want it to make the world a better place creates an air of striving for
betterment in the organisation. This lays the foundation for a positive work
culture.
2. Look for positive attitudes while hiring: Negative people can quickly
sour an entire workplace. When hiring employees, one must look for a friendly
smile and an upbeat disposition. Ask questions of new hires to determine how
they handle conflict and
interactions with others. If one already have negative employees among its
staff, take them aside to discuss their attitudes and make it clear that they are
creating a positive work culture and negativity will not be tolerated.
3. Make an open-door policy: When the boss is inaccessible and distant to
employees, they may not feel as though their opinions matter. Establish an
open-door policy and encourage interaction with employees. Ask their opinions,
listen to what they have to say and remember to be positive in your dealings
with them.
4. Engage your employees in daily operations of the company:
Employees may not realize the good that the company is doing behind closed
doors. Keeping them informed about exciting new changes or new horizons will
help them stay engaged in the company and feel more positive about the
future. Be honest and open with employees.
5. Let the employees know they are appreciated: Employees who are not
recognized for the work they do can feel as though their work is unappreciated.
Establish reward systems for excellent performance and never forget to thank
an employee for a job well done.

5. Strong Vs Weak culture difference

Strong and weak cultures refer to the level of intensity and influence that
organizational or societal cultures have on individuals within a group.
These concepts are often discussed in the context of organizational
behavior and sociology. Here's a breakdown of the differences between
strong and weak cultures:
Strong Culture:
1. Intensity: A strong culture is characterized by a clear and well-defined
set of values, beliefs, and norms that are deeply ingrained in the
organization or group.
2. Influence: In a strong culture, these shared values and norms have a
significant impact on the behaviour and decision-making of individuals
within the organization. Employees tend to align their actions with the
established cultural values.
3. Consistency: Strong cultures are consistent and cohesive. There is a
strong sense of unity and purpose among the members, leading to a more
predictable and harmonious working environment.
4. Resistance to Change: Strong cultures can sometimes resist external
changes that are perceived as conflicting with the established cultural
values. This can be both an advantage and a disadvantage, depending on
the situation.
5. Communication: Communication within a strong culture is often more
effective because the shared values provide a common understanding
and framework for discussions and interactions.
Weak Culture:
1. Ambiguity: Weak cultures lack a well-defined and pervasive set of
shared values. There is less clarity about the cultural norms and beliefs
within the organization.
2. Influence: In a weak culture, cultural values and norms have a limited
impact on the behaviour of individuals. Employees may not feel as
connected to the cultural aspects of the organization.
3. Flexibility: Weak cultures can be more flexible and open to change, as
there is less resistance to adapting to new ideas and approaches.
4. Diversity: Weak cultures may be more accepting of diverse viewpoints
and backgrounds, as there is less pressure to conform to a specific set of
values.
5. Communication: Communication within a weak culture might require
more effort, as there is less of a shared foundation to build upon.
Misunderstandings can arise due to differing interpretations of values and
norms.

6. Soft Vs Hard Culture difference

Soft Culture:
1. Behaviour and Interactions: Soft culture refers to the behavioural and
interpersonal aspects of culture within an organization. It includes how
employees interact, communicate, collaborate, and build relationships.
2. Values and Beliefs: Soft culture emphasizes the shared values, beliefs,
and norms that guide how people work together. These values are often
related to things like respect, trust, teamwork, and ethical behaviour.
3. Communication: Soft culture places a significant emphasis on open and
effective communication. This includes not only formal communication
channels but also informal interactions and discussions.
4. Adaptability: Organizations with a strong soft culture tend to be more
adaptable and flexible in response to changes. This is because employees
are focused on collaboration and can quickly adjust their approaches as
needed.
5. Employee Well-being: Soft culture often prioritizes the well-being of
employees. There is an emphasis on creating a supportive and positive
work environment that values individual needs and work-life balance.

Hard Culture:

1. Processes and Structures: Hard culture refers to the tangible and

procedural aspects of culture within an organization. It includes the formal
processes, structures, and systems that guide how work is done.
2. Rules and Procedures: Hard culture emphasizes adherence to rules,
procedures, and guidelines. It is focused on maintaining consistency,
efficiency, and standardization in work processes.
3. Hierarchy and Authority: Hard culture often features a strong hierarchy
and clear lines of authority. Decision-making tends to be centralized and
follows a predefined chain of command.
4. Performance Metrics: Hard culture places importance on measurable
outcomes and performance metrics. Success is often defined by achieving
specific goals and targets.
5. Efficiency: Organizations with a strong hard culture prioritize efficiency
and effectiveness in their operations. There is a focus on optimizing
processes and minimizing waste.

Formal Vs Informal Culture:

Formal Culture:
1. Structured Behaviour: Formal culture is characterized by structured
and regulated behaviour. It emphasizes adherence to established rules,
procedures, and protocols.
2. Hierarchy: In a formal culture, there is a clear hierarchy and chain of
command. Decision-making and communication often follow this
hierarchical structure.
3. Official Communication: Formal culture places a strong emphasis on
official communication channels, such as formal meetings, written
reports, and official announcements.
4. Professionalism: Professionalism and professionalism and decorum are
highly valued in a formal culture. Employees are expected to maintain a
certain level of professionalism in their interactions and appearance.
5. Dress Code: Formal culture might have a defined dress code that
reflects the organization's professionalism and seriousness.
Informal Culture:
1. Flexibility: Informal culture is more flexible and adaptable. It allows for
spontaneous interactions and encourages a more relaxed approach to
communication and behaviour.
2. Flat Hierarchy: Informal cultures often have a flatter hierarchy, with
more open communication across different levels of the organization.
3. Social Interaction: Informal culture values social interactions and
relationships among colleagues. Informal conversations, networking, and
socializing contribute to the informal culture.
4. Shared Norms: Informal cultures often have unwritten, shared norms
and practices that guide behaviour. These can include inside jokes,
informal communication channels (like instant messaging), and unofficial
rituals.
5. Creativity and Innovation: Informal cultures tend to foster creativity
and innovation, as employees feel more comfortable sharing
unconventional ideas and collaborating in a less rigid environment.
Balancing Both Cultures: Successful organizations often find a balance
between formal and informal cultures. While a formal culture ensures
consistency and professionalism, an overly rigid environment can stifle
creativity and employee engagement. On the other hand, an entirely informal
culture might lead to a lack of structure and accountability.