Organizational Cutlture Group 8

8/8/2019 Organizational Cutlture Group 8

http://slidepdf.com/reader/full/organizational-cutlture-group-8 1/24

Organizational Culture

Team 8

Anand Babu (27002)

S.Haareesh ( 27017)

R.Muthuraj (27027)

Naren Kartic (27029)

Roshni (27052)

Vikram S (27059)





Focus and Attention

Reaction to Crises

Leaders communicate priorities and beliefs to organization.

Leader¶s focus and consistency in paying attention determines if the rest of the

organization receives clear signals or is left to decipher the leader¶s inconsistent

views

Jeffery Skilling paid attention to profits at all costs and so rest of the

organization could do anything as long as results are shown

During a crisis ± Emotions are heightened; Learning is intense.

oM& A: Willingness to change, Transparency and Communication.oEconomic downturn: Laying off and right-sizing.

Employees pay careful attention to this as they perceive it to be company¶s true

colors.

Managers resorted to anonymous whistle blowing, blame shifting and

finger pointing just before declaring bankruptcy.



Behavior Employees emulate leaders behavior.

Leaders should provide proper behavioral cues to employees.

Managers broke the law for profits and escaping.Ignored and denied that problems existed.

Rewards Allocation

Well allocated rewards to improve consistent positive behavior.

Consistency in reward allocated and promised.

Rewards provided to employees who increased results irrespective of the means used.

Performance reviews were made public to ridicule poor performers.



Organizational Socialization

Process through which a new employee learns to adapt to an

organizational culture.

individuals learn the values, expected behaviors, and social

knowledge necessary to assume their roles.

Learning Process

Adjustment Process



StagesStages of socializationof socialization

Realism Congruence

Job demands

Task

Role

Interpersonal

Mastery

Performance

Satisfaction

Mutual influence

Low levels of distress

Intent to remain

1. Anticipatory Socialization

1. Anticipatory Socialization

2. Encounter

2. Encounter

3. Change and Acquisition

3. Change and Acquisition

Outcomes of Socialization

Outcomes of Socialization



IndividualIndividual

SelectsSelects

OrganizationOrganization


AttractsAttractsOrganizationOrganization


AttractsAttractsIndividualIndividual


SelectsSelects


C D

B

A

C: Applicant avoids

asking important

questions that

may be awkward.

B: Applicant polishes up the

résumé to look good

A: Firm sells the job and

company, hides negative info

D: Company avoids

using valid

selection tests that

might scare away

applicants

Pre-Employment Socialization conflicts



Assessing Organizational Culture

Qualitative and Quantitative Methods

Quantitative method: good precision, Comparability andobjectivity

Eg: Questionnaires

Qualitative method: detailed , descriptive and UniqueEg: Interviews and observations



Quantitative method : organizational culture

inventory OCI focuses on behaviours that members believe are required to fit in

and meet expectations within their organization.

Measures 12 cultural styles packed into 3 clusters (4 under every cluster)

Constructive Cluster :

Members are encouraged to interact with others and approachtasks in ways that will help them meet their higher order satisfactionneeds. They are given by following styles

Achievement

Self-actualizing

Humanistic-Encouraging

Affiliative



Quantitative method : Organizational culture

inventory

Aggressive/Defensive Cluster:Members believe they must interact with people in ways that will notthreaten their own security. They are given by following styles

Oppositional

Power

Competitive

Perfectionist

Passive/DefensiveCluster:Members are expected to approach tasks in forceful ways to protect theirstatus and security. They are given by following styles Approval

Conventional

Dependent

Avoidance



QUANTITATIVE METHOD : Kilman Saxton Gap

survey

Survey that focuses on what actually happens and on the

expectation of others in the organization

Two underlying dimensions of cultural norms

(1) technical versus people

(2) short term versus long term

Survey has 2 parts

Part 1 Assesses the actual norms that is present

Part 2 - Assesses the desired norms that will improve group's

performance, job satisfaction, and morale.

A culture graph profile is graphed



QUANTITATIVE METHOD : Kilman Saxton Gap

survey

Pin points Culture-Gaps that are barriers to organizational

success

Task Support technical in nature ,short time frame.

Task Innovation technical in nature ,long time frame

Social Responsibility people orientation , short time frame

Personal Freedom people orientation, long time frame.



Triangulation

Use of multiple methods to measure organizational culture

Survey at Rehabilitation

Methods adopted

± Self administered questionnaires

± Personal Interview

± Observation done by trained observers

Better understanding , a complete picture



Changing Organizational Culture

Why does an organization's culture change?

Merger and Acquisitions:

The case of AOL - TimeWarner

The case of Daimler - Chrysler

Workforce Diversity :

Research comparing foreign employees working in an MNC with

employees working in different organizations within their own countries.

Results were surprising.

Why is the Change so difficult?

Unconscious assumptions

Need to unlearn to learn



Hiring and

socializing

members who

fit in with new

culture

CULTURE Removing

members who

reject the new

culture

Culture

communication Changing

behavior

Examining

justifications for

changedbehavior



Change the behavior of employees in the organization.

Managers must ensure that the change in behavior results in buying a

new set of values of the organization.

Cultural communication is essential to deliver the values of theorganization to its sub-ordinates.

Organization can revise its selection strategies to suit its current culture.

Organization can reshape its work force by hiring members who fit in the

culture and remove people who reject it.

The process of cultural change happens gradually over a long period of

time.

Contd.

Evaluation of Cultural change:

Cultural change can be successful only if the behavior is intrinsically

motivated.

Example AT&T slow and painful change



Developing a Global Organizational Culture

Global corporations suffer from conflicting process of

centralization and decentralization

Guidelines to create a global culture

± Mission statement clear and simple

± Effective flow of information

± Create matrix minds among managers

± Create global career paths ± Use cultural differences as a major asset

± Unified training efforts



Developing an ethical Organizational culture

Implementation of code of ethics and its effects

Role of Organizational culture on ethical behavior Mutual Trust between the employee and organization is

essential

Violations are often justified by the culprits



Creativity

Skills in

creativethinking

Skills in

the taskdomain

Intrinsic

motivation

Components of the creativity Steps in the creative process

Prepare to be

creative

Allow ideas

to incubate

Document

Insight

Verify ideas

Unleash employees creativity and innovation



Promoting creativity in organizations

Training people to be

creative

Openness to new ideas

Take enough time to think

Divergent thinking

Developing a creative

work environment

Autonomy

Exposure to creativepeople

Cross pollinate the ideas

Make Jobs Interesting

Diversity



Organizational Innovation process

Stage 1

Setting theAgenda

Stage 2

Setting thestage

Stage 3

Producing theideas

Stage 4

Testing &

Implementing

the Ideas

Stage 5

Assessing theoutcome

Motivation Individual or

Team

Productivity

Motivation

Motivation

End

End

Progress

Success

Failure



Managerial Implications

Downsizing and restructuring trend maintaining an organizational

culture is a challenge

GlobalizationGlobalizationWorkforce

Diversity

Workforce

Diversity

TechnologyTechnology Ethical BehaviorEthical Behavior

Organizational

change-demand

Organizational

change-demand

Challenges

and Effect



Managing Organizational Culture

Manipulating

Artifacts,

Communicating

Values

Socialization ProcessPersonal Enactment

of Managers

Techniques



Summary!

What is

organizational

culture

Levels &

Visibility Basis

Artifacts &

values

Four

organizational

functions

Three

theories

culture-

performance

Changing

organizational

culture

Leaders Rolein Shaping &

Reinforcing

Culture

organizationalsocialization

for

newcomers

Assessing

culture

Three

theories

culture-

performance

Leaders Rolein Shaping &

Reinforcing

Culture

Levels &

Visibility Basis

Artifacts &

values

Three

theories

culture-

performance

Assessing

cultureAssessing

culture

Date post:	09-Apr-2018
Category:	Documents
Upload:	protyay-pramanick
View:	219 times
Download:	0 times

Organizational Cutlture Group 8

Documents