ORGANISATION CULTURE
Presented By :
Sumedha (14087) Tanvir (14090) Suneet (14089)
A system of meaning shared by the organizations members
Cultural values are collective beliefs, assumptions, and feelings about what things are good, normal, rational, valuable, etc.
The basic pattern of shared values and assumptions governing the way employees within an organization think about and act on problems and opportunities
Visible
Invisible
(below the surface)
Observed behavioral regularities, as typified by common language, terminology, and rituals.
Norms, as reflected by things such the amount of work to be done and the degree of cooperation between management and employees. Dominant values that the organization advocates and expects participants to share, such as high product and service quality, low absenteeism, and high efficiency. A philosophy that is set forth in the MNC's beliefs regarding how employees and customers should be treated.
Rules that dictate the do's and don'ts of employee behavior relating to areas such as productivity, customer relations and intergroup cooperation. Organizational climate, or the overall atmosphere of the enterprise as reflected by the way that participants interact with each other, conduct themselves with customers, and feel about the way they are treated by higher-level management.
Culture provides a sense of identity to members and increases their commitment to the organization
Culture is a sense-making device for organization members Culture reinforces the values in the organization Culture serves as a control mechanism for shaping behaviour
Indias second largest bank exudes a performanceoriented culture. Its organizational practices place a premium on training, career development, goal setting, and pay-for-performance, all with the intent of maximizing employee performance and customer service. We believe in defining clear performance for employees and empowering them to achieve their goals says ICICI Bank executive director Kalpana Moraria. This has helped to create a culture of high performance across the organization
SAS Institute has one of the most employee friendly culture on the planet. Located on a 200-acre campus, the worlds largest privately held software company supports employee well being with free on-site medical care, unlimited sick days, subsidized day care, ski trips, personal trainers, inexpensive gourmet cafeterias, and tai chi classes. Unlike other software companies, SAS encourages its employees to stick to a 35-hour workweek.
The ultimate source of an organisational culture is its founders
Culture creation occurs in three ways:
Employee hired and kept with same thinking Indoctrinate and socialize the employee with the organization's thinking The founders behavior acts as role model for the employees
With the organizations' success the founders personality is embedded in the organisational culture.
Organizations attract, select, and retain people with values and personality characteristics consistent with the organizations character, resulting in a more homogeneous organization and a stronger culture
Attraction -- applicants self-select and weed out companies based on compatible values Selection -- Applicants selected based on values congruent with organizations culture Attrition -- Employee quite or are forced out when their values oppose company values
Three forces play a particular important part in sustaining a culture : Selection Practices
Action of top management
Socialization Methods
Explicit goals - Identifying and hiring individuals having knowledge, skills and abilities to perform the jobs successfully. Individuals having values consistent with those of the organization are selected as per the decision makers guidelines.
The action of top management establishes the norms so as to:
Whether risk taking is desirable How much freedom should be given to their subordinates What actions will pay off in terms of pay rise, promotions and other rewards, etc
New employees are not familiar with the organisational culture and are potentially likely to disturb the existing
culture
The process through which the employees are proselytized about the customs and traditions of the organization is known as socialization It is the process of adaption by which new employees are to understand the basic values and the norms for becoming accepted member of the organization
Pre arrival: Newcomers form expectations regarding particular occupations and what it would be like to be a member of a particular organization
Encounter Newcomer confronts the reality of his or her organizational role Not yet an insider (uncertainty vs. information seeking)
Not socialized by the organization
Not individualized role requirements - affect organizational situation Metamorphosis
When new employees begin to change some of his behaviors and expectations in order to meet the standards of the new environment
Create an individual identity A time of ethical dilemmas
o Pre arrival
Newcomers form expectations regarding particular occupations and what it would be like to be a member of a particular organization
o Encounter
Newcomer confronts the reality of his or her organizational role
Not yet an insider (uncertainty vs. information seeking)
Not socialized by the organization Not individualized role requirements - affect organizational situation
Metamorphosis
When new employees begin to change some of his behaviors and expectations in order to meet the standards of the new environment Create an individual identity
A time of ethical dilemmas
When expanding operations, Whole Foods Market maintains its culture through a yoghurt culture strategy. This is a socialization process in which current employees who carry the grocers unique culture are transferred to new stores so recently-hired employees learn and embrace that culture more quickly.
Diversity is the sum total of the differences which make individuals who they are, and their collective ability to contribute to the goals of an organization. Managing Diversity is a conscious choice and commitment by an organization to VALUE these differences by using diversity as a source of strength to achieve organizational goals.
The extent to which managers and employees recognize cultural diversity and its potential advantages and disadvantages defines an organizations approach (strategy) to manage cultural diversity. Adler (1997) has identified the following strategies for managing cultural differences:
Population of India: 1,173,108,018 (July 2010) Religions: 80% Hindu, 13.5% Muslim, 2% Christian, 2% Sikh Worlds largest democracy Languages: Hindi (national language 41%); 14 official languages; over 100 languages spoken 28 states and 7 territories
Definition: It refers to the intellectual development evolved out of the physical and mental training acquired in the course of the ages in a country.
Humanity Tolerance Unity Secularism Close Knit Social System Cultural Heritage Diversity
Humanity
The mildness of the Indians has continued till date, despite the aggressiveness of the Muslim conquerors and the reforming zeal of the British, the Portuguese and the Dutch. The Indians are noted for their humanness and calm nature without any harshness in their principles and ideals.
Tolerance
Gandhijis satyagraha principle or Ahimsa - freedom without taking a drop of blood, worked wonders and gave credit to India in the international arena. Swami Vivekananda in his famous Chicago Speech on the 11th of September, 1893 spoke of this.
Unity
India is a conglomeration of men and women of various castes and creed. It is a fusion of old traditional values and the modern principles, thus satisfying all the generations in the present India. The Elite businessman and the common vendor on the road share the same news and worship the same deity .
Secularism
India is a secular country as stated in its Constitution. There is freedom of worship throughout the length and breadth of India without any breeches or violations of any others religious beliefs. The Hindus, The Muslims, The Christians, and The Sikhs in times of calamity and during festivities come openly together to share their thoughts despite their religious affinities. The catholicity of the Indian culture can be best understood by the fact that hundreds of Hindus visit the Velankanni shrine or the Nagore Dargah in Tamilnadu.
Closely knit Social System
The Indian Social System is mostly based on the Joint family System, but for some of the recently cropped nuclear families. The families are closely knit with Grandfathers, fathers, sons and grandsons sharing the same spirit, tradition and property.
Cultural Heritage
The great Epic, The Mahabharata, The Ramayana and the sacred text, the Bhagavad-Gita teaches the Indians that survival can only be in terms of quality of life. It provides a framework of values to make the Indian culture well- groomed.
