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Organization Culture: By: Dr. Teena Bharti

The document discusses organizational culture, describing it as the shared meanings and values among members of an organization. It identifies seven primary characteristics of organizational culture: innovation and risk taking, attention to detail, outcome orientation, people orientation, team orientation, aggressiveness, and stability. Subcultures within departments are also discussed. Strong organizational cultures with high levels of shared values and commitment can influence member behavior but also present barriers to change, diversity, and mergers. The document concludes with sections on creating an ethical culture, positive organizational culture, and the growing interest in spirituality in organizations.

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Kirti Sadana
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74 views

Organization Culture: By: Dr. Teena Bharti

The document discusses organizational culture, describing it as the shared meanings and values among members of an organization. It identifies seven primary characteristics of organizational culture: innovation and risk taking, attention to detail, outcome orientation, people orientation, team orientation, aggressiveness, and stability. Subcultures within departments are also discussed. Strong organizational cultures with high levels of shared values and commitment can influence member behavior but also present barriers to change, diversity, and mergers. The document concludes with sections on creating an ethical culture, positive organizational culture, and the growing interest in spirituality in organizations.

Uploaded by

Kirti Sadana
Copyright
© © All Rights Reserved
Available Formats
Download as PPTX, PDF, TXT or read online on Scribd
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ORGANIZATION By: Dr.

Teena Bharti
CULTURE
ORGANIZATIONAL CULTURE:
INTRODUCTION

Organizational culture refers to a system of shared meaning held by members


that distinguishes the organization from other organizations.
CHARACTERISTICS OF
ORGANIZATION CULTURE
Seven primary characteristics seem to capture 4. People orientation. The degree to which
the essence of an organization’s culture: management decisions take into consideration the
1. Innovation and risk taking. The degree to effect of outcomes on people within the organization.
which employees are encouraged to be 5. Team orientation. The degree to which work
innovative and take risks. activities are organized around teams rather than
individuals.
2. Attention to detail. The degree to which
6. Aggressiveness. The degree to which people are
employees are expected to exhibit precision,
analysis, and attention to detail. aggressive and competitive rather than easygoing.
7. Stability. The degree to which organizational
3. Outcome orientation. The degree to which activities emphasize maintaining the status quo in
management focuses on results or outcomes contrast to growth.
rather than on the techniques and processes
used to achieve them.
For example: The purchasing department can have a subculture
that includes the core values of the dominant culture plus
additional values unique to members of that department.
Explanation: The more members who
accept the core values and the greater
their commitment, the stronger the
culture and the greater its influence
on member behavior, because the
high degree of sharedness and
intensity creates a climate of high
behavioral control.
Note: Today’s trend toward
decentralized organizations makes
culture more important than ever, but
ironically it also makes establishing a
strong culture more difficult. When
formal authority and control systems
are reduced, culture’s shared meaning
can point everyone in the same
direction.

Example: Facebook company fosters


a fun loving, casual, and collegial
identity in its employees. The vast
majority of the company’s employees
are under 40 and enjoy the excitement
of working in a fast-paced
environment with considerable change
and ambiguity. Facebook encourages
employees to interact in a creative
climate that encourages
experimentation and tolerates conflict
and risk.
CULTURE AS A LIABILITY
Culture can enhance organizational commitment and increase the consistency
of employee behavior, clearly benefits to an organization. Culture is valuable to
employees too, because it spells out how things are done and what’s important.
Institutionalization When an organization undergoes institutionalization and
becomes institutionalized —that is, it is valued for itself and not for the goods
or services it produces—it takes on a life of its own, apart from its founders or
Members.
Barriers to Change Culture is a liability when the shared values don’t agree
with those that further the organization’s effectiveness. For example:
Consistency of behavior, an asset in a stable environment, may then burden the
organization and make it difficult to espond to changes.
Barriers to Diversity Hiring new employees who differ from the majority in
race, age, gender, disability, or other characteristics creates a paradoxical
situation as in when newcomers who wish to fit in are expected to accept the
organization’s core cultural values.
Barriers to Acquisitions and Mergers: In recent years, cultural compatibility
has become the primary concern. All things being equal, whether the
acquisition actually works seems to have more to do with how well the two
organizations’ cultures match up.
WHAT CAN MANAGERS DO TO CREATE
A MORE ETHICAL CULTURE?
They can adhere to the following principles:
● Be a visible role model. Employees will look to the actions of top management as a benchmark for
appropriate behavior. Send a positive message.
● Communicate ethical expectations. Minimize ethical ambiguities by sharing an organizational
code of ethics that states the organization’s primary values and ethical rules employees must follow.
● Provide ethical training. Set up seminars, workshops, and training programs to reinforce the
organization’s standards of conduct, clarify what practices are permissible, and address potential
ethical dilemmas.
● Visibly reward ethical acts and punish unethical ones. Appraise managers on how their
decisions measure up against the organization’s code of ethics. Review the means as well as the ends.
Visibly reward those who act ethically and conspicuously punish those who don’t.
● Provide protective mechanisms. Provide formal mechanisms so employees can discuss ethical
dilemmas and report unethical behavior without fear of reprimand. These might include ethical
counselors, ombudsmen, or ethical officers.
POSITIVE ORGANIZATIONAL
CULTURE
A positive organizational culture emphasizes building on employee strengths, rewards
more than it punishes, and emphasizes individual vitality and growth. Example: Employees of
Pricewaterhouse Coopers work within a positive organizational culture that emphasizes individuals’ vitality
and growth. Consider the following areas to build a positive Organizational Culture:
Building on Employee Strengths: it does emphasize showing workers how they can capitalize on their
strengths.
Rewarding More Than Punishing: Many managers withhold praise because they’re afraid employees will
coast or because they think praise is not valued. Employees generally don’t ask for praise, and managers
usually don’t realize the costs of failing to give it.
Emphasizing Vitality and Growth No organization will get the best from employees who see themselves as
mere machine. positive culture recognizes the difference between a job and a career. It supports not only what
the employee contributes to organizational effectiveness but also how the organization can make the
employee more effective—personally and professionally.
REASONS FOR THE GROWING
INTEREST IN SPIRITUALITY

Note: Organizations that provided


their employees with opportunities
for spiritual development have
outperformed those that didn’t.
Thank You

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