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ORGANIZATIONAL CULTURE
BY :
Ankit Kumar
Ankur VermaAnustup Sreemani
Arpit Mangal
Ashish Dogra
Ashutosh kr Dubey
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INTRODUCTION
Organizational Culture is the totality of beliefs ,
customs, traditions and values shared by the
members of the organization.
Corporate culture can be looked at as a system.
It is important to consider culture while managing
change in the organization.
Culture can be both, as input and as output.
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K EY CHARACTERISTICS OF
CORPORATE CULTURE
Innovation and Risk Taking
Attention to Detail
Outcome Orientation
People Orientation
Team Orientation
Aggressiveness
Stability
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TYPES OF CULTURE
Authoritarian culture
Participative culture Mechanistic culture
Organic culture
Sub-cultures and Dominant culture
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IMPORTANCE OF
ORGANIZATIONAL CULTURE
Talent-attractor
Talent-retainer
Engages people Creates energy and momentum
Changes the view of work
Creates greater synergy
Makes everyone more successful
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CULTURE - INPUT AND OUTPUT
Product of action, i.e., input.
Element of future action, i.e., output.
Culture is the product of socio-technical systems. Management strategies, structures, procedures,
etc. influence culture.
Culture can be self-perpetuating and highly
Resistant to change.
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ORGANIZATIONAL CULTURE V/S
NATIONAL CULTURE
National cultural values are learned early, held deeply andchange slowly over the course of generations.
Organizational culture, on the other hand, is comprised of broad guidelines which are rooted in organizational practices.
A nations culture is similar to that of an organization as it iscomprised of the symbols, values, rituals, and traditions of thepeople living in a particular region.
Cultures usually differ in relationships between the individualand society, ways of dealing with conflict, relationships to
authority, and conceptions of class and gender. All of thesethings are comparable to organizational culture, just on agrander scale.
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CREATING CORPORATE CULTURE
The ultimate source of an organizations culture is itsfounders.
Culture creation occurs in three ways:
Employees hire and keep employees with
same thinkingThey indoctrinate and socialize the employees
with the organizations thinking
The founders behavior acts as a role model
for the employees
With the organizational success, the founderspersonality is embedded in the organizational
culture.
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HOW ORGANIZATION CULTURES
FORMS??
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SUSTAINING ORGANIZATION
Three forces play a particularly important part
in sustaining a culture:o Selection practices
o Actions of top management
o Socialization methods
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SELECTION
Explicit goal identifying and hiring individuals havingknowledge, skills and abilities to perform the jobssuccessfully.
Individuals having values consistent with those of theorganization are selected as per the decision makers
judgements.
Selection becomes a two-way street as it providesinformation about the organization to the applicants.
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TOP MANAGEMENT
The actions of top management establishes thenorms for the organization as to:
o Whether risk taking is desirableo How much freedom managers should give to
their subordinates
o What actions will pay off in terms of pay rises,
promotions and other rewards, etc.
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SOCIALIZATION
New employees are not familiar with theorganizational culture and are potentially likely todisturb the existing culture.
The process through which the employees areproselytized about the customs and traditions of
the organization is known as socialization.
It is the process of adaptation by which new
employees are to understand the basic valuesand norms for becoming accepted members of the organization.
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SOCIALIZATION PROCESS
Socialization is a process made up of three stages:
Pre-arrival - All the learning occurring before a newmember joins.
Encounter - The new employee sees what the organization
is really like and confronts the possibility that expectationsand reality maydiverge.
Metamorphosis - The relatively long-lasting changes takeplace. The new employee masters the skills required for the
job, successfullyperforms the new roles, and makes theadjustments to the work groups values andnorms.
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HOW EMPLOYEES LEARN CULTURE
Stories Depicting the past events of the organization.Some organizations actually try to manage this element of culture learning.
Rituals Repetitive sequential activities reinforcing thevalues of the organization.
Material Symbols Conveying social equality, desiredorganizational behavior, etc. by the top management.
Language Acceptance and preservation of culture.