Presentation1 OF OB (2)

8/7/2019 Presentation1 OF OB (2)

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INSTUTIONALIZATION: A FORERUNNER OFCULTURE

WHAT IS ORGANIZATIONAL CULTURE? WHAT CULTURES DO? CREATING AND SUSTAINING CULTURE HOW EMPLOYEES LEARN CULTURE CREATING AN ETHICAL ORGANIZATIONAL

CULTURE CREATING A POSITIVE ORGANIZATIONAL

CULTURE SPIRITUALITY AND ORGANIZATIONAL CULTURE GLOBAL IMPLICATIONS SUMMARY AND IMPLICATIONS FOR MANAGERS


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INSTUTIONALIZATION: A FORERUNNER OF CULTUREWHAT IS ORGANIZATIONAL CULTURE?WHAT CULTURES DO?

CREATING AND SUSTAINING CULTUREHOW EMPLOYEES LEARN CULTURE

CREATING AN ETHICAL ORGANIZATIONAL CULTURECREATING A POSITIVE ORGANIZATIONAL CULTURE

SPIRITUALITY AND ORGANIZATIONAL CULTUREGLOBAL IMPLICATIONSSUMMARY AND IMPLICATIONS FOR MANAGERS


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P

VISION

GOALS & OBJECTIVE

STRATEGIS

STRUCTURE

CULTURE

BEHAVIOUR

MISSION

PERFORMANCE


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A CONDITION THAT OCCURE WHEN ANORGANIZATION TAKES OWN A LIFE OFITS OWN, APART FROM ANY OF ITS

MEMBERS , AND ACQUIRESIMMORTALITY .

INSTITUTIONALIZATION OPERATES TOPRODUCE COMMONUNDERSTANDINGS AMONG MEMBERSABOUT WHAT IS APPROPRIATE AND ,FUNDAMENTALLY , MEANINGFUL

BEHAVIOURE.


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Culture functionsCulture functions1.It has a boundary1.It has a boundary- - defining role ; that is, itdefining role ; that is, itcreates distinctions between one organizationcreates distinctions between one organizationand others.and others.2.It conveys a sense of identity for organization2.It conveys a sense of identity for organization

members.members.3.Culture facilitates the generation of 3.Culture facilitates the generation of commitment to something larger then onescommitment to something larger then onesindividual self individual self- -interest.interest.

4.It enhances the stability of the social system4.It enhances the stability of the social system ..


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Culture as a liabilityCulture as a liability

culture enhances organizationalculture enhances organizationalcommitment and increases thecommitment and increases theconsistency of employeeconsistency of employeebehavior. In point of view of behavior. In point of view of employees culture is valuableemployees culture is valuable

because it reduces ambiguity . itbecause it reduces ambiguity . ittells employees how things aretells employees how things aredone and whats important.done and whats important.


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B arriers to changeB arriers to changeW hen an environment isW hen an environment isundergoing rapid change , anundergoing rapid change , anorganizations entrenchedorganizations entrenchedculture may no longer beculture may no longer beappropriate. So consistency of appropriate. So consistency of

behavior is an asset to anbehavior is an asset to anorganization when it faces aorganization when it faces astable environmentstable environment ..


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Barriers to diversityBarriers to diversityH iring new employees who, because of race,H iring new employees who, because of race,age ,gender, disability, or other differences, areage ,gender, disability, or other differences, arenot like the majority of the organizationsnot like the majority of the organizationsmembers creates a paradox. Managementmembers creates a paradox. Management

wants new employees to accept thewants new employees to accept theorganizations core cultural values. Strongorganizations core cultural values. Strongcultures put pressure on employees to conformcultures put pressure on employees to conformThey limit the range of values and styles thatThey limit the range of values and styles that

are acceptableare acceptable ..


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Barriers to acquisitions andBarriers to acquisitions and

mergersmergersThe key factors that management looked at inThe key factors that management looked at inmaking acquisition or merger decisions were relatedmaking acquisition or merger decisions were relatedto financial advantages or product synergy. In recentto financial advantages or product synergy. In recentyears, cultural compatibility has become the primaryyears, cultural compatibility has become the primaryconcern. While a favorable financial statement or concern. While a favorable financial statement or product line may be the initial attraction of anyproduct line may be the initial attraction of anyacquisition candidate , whether the acquisitionacquisition candidate , whether the acquisitionactually works seems to have more to do with howactually works seems to have more to do with howwell the two organizations culture match up.well the two organizations culture match up.


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HOW A CULTURE BEGAIN:- Anorganizations current customs, traditions

and general way of doing thing arelargely due to what it has done before &the degree of success it has had thoseendeavors.

The founders of an organizationtraditionally have a major impact on thatorganizations early culture .


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Once a culture is in place, there are practicewith in the organization that act to maintain itby giving employees a set of similarexperiences.Reward those who support culture, andpenalize those who challenge it.

Three forces play a particularly important rolein sustaining a culture.


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Select those people who have theknowledge, skill, ability to perform the

job within the organizations.TOP MANAGEMENT The action of top management also a

major impact on the organizationsculture.


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This is a process that adapts employees to theorganizations culture.

New employees are not fully indoctrinated inthe organizations culture.

The organizations will want to help newemployees adapts its culture.


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The period of learning in thesocialization process that occurs before a

new employee join the organization.


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Reward system strengthen corporateculture when they are consistent with

culture value.

PREARRIVAL STAGEThe period of learning in thesocialization process that occurs before anew employee join the organization.


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These four part are important to learn aorganizations culture;

1.Stories2. Rituals

3. Material4. Language


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The stories of good personality alwayshelpful for the employee.

RIYUALS:-Rituals are every organizational

practices that are repeated routinely.They help achieve desired behavior fromemployees.


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These material convey to employee who isimportant the degree of egalitarianismdesired by top management and kind of

behavior (risk taking, social ) that areappropriate.

LANGUAGEMany organization and units with in

organization use language as a way of identify members of a culture .


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A strong organizational culture will exert more influence ona strong employee than a weak one. If the culture is strongand support high ethical standards, it should have a verypowerful and positive influence on employee behavior.

For example, Johnson & Johnson has a strong culture that haslong stressed corporate obligation to customers, employees,the community and shareholders, in that order.

When poison Tylenol was found on store shelves, employeesat J&J across the united states independently pulled theproduct from these stores before management had evenissued a statement. No one had to tell these individuals whatwas morally right.


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employees will look to the behavior of top management as a benchmark for

defining appropriate behavior.when senior management is seen astaking the ethical high road, it providesa positive message for all employees.


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ethical ambiguities can be minimized bycreating and disseminating anorganizational code of ethics. it shouldstate the organization primary values andthe ethical rules that employees areexpected to follow.


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set up seminars, workshops and similarethical training programs. Use thistraining sessions to reinforce theorganizations standards of conduct, toclarify what practices are and are notpermissible, and to address possibleethical dilemmas.


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performance appraisals of managersshould include a point-by-point

evaluation of how his and her decisionsmeasure up against the organizationscode of ethics. People who act ethicallyshould be visibly rewarded for their

behavior. Just as importantly, unethicalacts should be conspicuously punished.


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the organization need to provide formalmechanisms so that employees can

discuss ethical dilemmas and reportunethical behavior without fear of reprimand. This might include creation of

ethical counselors, ombudsmen, orethical officers.


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A culture that emphasizes buildingon employee strengths, rewards

more than it punishes, andemphasizes individual vitality andgrowth.


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Building on employees strengths:- It is

very important for an organization tobuild strength among its employees. R ewarding more than punishing:- An

organization rather than punishing must

reward its employees more. E mphasizing vitality and growth:- The

main purpose of any organizationalculture is the growth of the business.


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What is spirituality ?

Workplace spirituality recognizes thatpeople have an inner life thatnourishes and is nourished bymeaningful work that takes place inthe context of community.


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S trong sense of purpose:- Spiritualorganizations build their cultures around themeaningful purpose. Although profits maybe important they are not the preliminaryvalue of the organizations.

T rust and respect:- Spiritual organizations

are characterized by mutual trust honestyand openness. Managers are not afraid toadmit mistakes. The president of WetherillAssociates, a highly successful auto partsdistribution firm.


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H umanistic work practices:- These practicesembraced by spiritual organizations that includeflexible work schedules, group andorganizational based rewards, narrowing of payand status differentials.

T oleration of employee expression:- The finalcharacteristics that differentiates spirituallybased organizations is that they dont stifle

employees emotions. They allow people to bethemselves to express their moods and feelingswithout guilt for fear of reprimand.


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THIRD; Question of economics: Arespirituality and profits compatible?


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C ulture and nation:- Organizationalcultures are so powerful that they oftentranscend national boundaries but that doesnot mean that minimizations should, orcould be blissfully ignored of local culture.

A ttitude and behavior:- In individualisticcountries, it is culturally acceptable tospeak ones mind and expressdisagreements. For a person coming from acollectivistic culture, such expressionswould be perceived as discourteous, andeven aggressive.


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As a manager one can shape the culture of work environment. That is particularly the

case with some of the cultural aspects. So all managers can contribute their parts to

create an ethical culture and spirituality anda positive organizational culture.

So an employees performance depends to aconsiderable degree on knowing what heshould do or should not do.


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STEPHEN P. ROBBINS TIMOTHY A. JUDGE SEEMA SANGHI 13 TH EDITION OF ORGANIZATIONAL

BEHAVIOR WWW.SLIDEWORD.COM WWW.WIKIPEDIA.COM K.ASWATHAPA


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