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The University of Lahore Lahore Business school

Project on Organizational Culture

Submitted by: Usman Talat Butt Kinza Malik Daniyal Ahmed Azeem Ali Submitted to: Sir Faisal Akbar Awan. Miss Huda Khan.

Project on Organizational Culture


Executive Summary:
This report outlines the progress in the study of organizational culture, attempting to address the ambiguity surrounding this influential but often unidentifiable organizational characteristic. It aims to add clarity to the numerous theoretical definitions and evaluate the rationale for why organizational culture really exists. The report looks at various methods and tools for identifying culture within an organizational setting, providing managers with an understanding of how to define and characterize their own organizational culture. There is no common definition of organisational culture and it still remains a divisive question. However the study of organisational culture has rapidly developed over a number of years as clarity was sought regarding the potential impact of culture on organisational performance.

Organization Culture:
1. Organization culture, or corporate culture, comprises the attitude, experiences, beliefs and values of an organization. 2. It has been defined as the Specific collection of values and norms that are shared by people and groups in an organization and that control the way they interact with each other and with the stake holder outside the organization. 3. A common perception held by the organization members; a system of shared meaning. Recognize the importance of shared norms and values that guide organization participants behavior. Beliefs 1. Beliefs assumptions or convictions that a person holds to be true regarding people, concepts, or things. 2. Beliefs are how they think the universe operates. 3. Beliefs are the person perception regarding universe.

Values:
1. Values ideas about the worth or importance of people, concepts, or things. They come from a person's beliefs. 2. Values exert major influence on the behavior of an individual and serve as broad guidelines in all situations.

3. The regard that something is held to deserve; the importance or preciousness of something. 4. Values can be defined as those things that are important to or valued by someone.

Norms:
1. Informal guideline about what is considered normal (what is correct or incorrect) social behavior in a particular group or social unit. 2. Formal rule or standard laid down by legal, religious, or social authority against which appropriateness (what is right or wrong) of an individual behavior is judged. 3. No matter where you go, remember that different places have different standards & norms of behavior.

Organization Norms:

1. Organizational norms express behaviors accepted by others. They are culturally


acceptable ways of pursuing goals. 2. Satisfaction or pleasure taken in ones own or the organization's success / achievements. 3. Cultures are shared, interrelated sets of emotionally charged beliefs about how things work, values that indicate whats worth having or doing, and norms that tell people how they should behave.

Artefacts:
1. Artefacts are the visible manifestation of culture as seen in the physical and social environment of the organization. 2. Artifacts are some of the most visible expressions of culture. These include the decor, clothing people wear, organizational processes and structures, and rituals, symbols and celebrations. 3. An outsider can often spot these artifacts easily upon entering an organization. For insiders, however, these artifacts often become part of the background.

Characteristic in the essence of an Organization Culture:


Innovation and Risk taking:
1. Innovative and risk taking is the degree to which employees are encouraged to be innovative and take risks. 2. Innovation is the extent to which people are expected to be creative and generate new ideas. 3. Technology is considered a branch of knowledge that deals with industrial arts, applied science, or engineering covering both products and processes for transformation of inputs into outputs

Attention to Detail: 1. Attention to Detail is the degree to which employees are expected to exhibit precision, analysis, and attention to detail. 2. Attention to detail is the concern for being analytical and precise. 3. The degree to which an employees are expected to exhibit precision and analysis. Outcome Orientation: 1. Outcome Orientation is the degree to which management focuses on results or outcome rather than on the techniques and process used to achieve those outcomes. 2. Result orientation is the strength of its concern for achieving desired result. 3. Some organizations pay more attention to results rather than processes. It is really the business model of each business that defines whether the focus should be on the outcome or the processes. This defines the outcome orientation of the business.

People Orientation: 1. People orientation is the degree to which management decisions take into consideration the effect of outcomes on people within the organization. 2. People orientation is being fair, supportive, and sharing respect for individuals rights. 3. An Organizational culture which emphasizes most the meeting of the professional and psychological needs of an organizations members. Usually found in small, nontraditional organizations.

Stability:
1. Stability is the degree to which organizational activities emphasize maintaining the status quo in contrast to growth. 2. Stability is the valuing a stable, predictable rule oriented environment. 3. The degree to which organizational members are encouraged to be innovative, creative and to take risks. 4. Stability deals directly with the forces that act on structure and how they pull or push that structure.

Aggressiveness: 1. Aggressiveness is the degree to which people are aggressive and competitive rather than easy going.

2. Aggression and violence are of increasing concern to American employees and employers; however, these issues have received limited research attention in the management literature. 3. Aggressive actions and violent outcomes are instigated by factors in the organization itself, labeled organization-motivated aggression (OMA) and organization-motivated violence (OMV).

1. 2. 3.

Easy going:
Easy going is the extent to which the work atmosphere is relaxed and laid back. The extent to which people work in relaxed and easy atmosphere. Easy going is the extent to which people work in a friendly environment.

Dominant Culture:

1. A Dominant culture expresses the core values that are shared by a majority of the organizations. 2. The primary or Dominant values that are accepted throughout the organization. 3. A Dominant Culture expresses the core values that are shared by a majority of the organization members. It is the macro concept that gives an organization its distinct personality.

Subcultures:
1. Subcultures tend to develop in large organizations to reflect common problems, situation or experience that member face. 2. Mini culture with in an organization, typically defined by department designations and geographical separation. 3. A Subculture reflects common problems, situation or experiences that member face. Subculture can form vertically or horizontally.

Strong culture:

1. Strong Culture is said to exist where staff respond to stimulus because of their alignment to organization values. 2. Strong culture is characterized by organization core values being intensely held, clearly ordered and widely shared. 3. A culture in which the core values are intensely held and widely shared.

Weak Culture:
1. Conversely there is weak culture where there is .little alignment with organizational values and control must be exercised through extensive procedures and bureaucracy. 2. A weak organizational culture could be one that is loosely knit. It may encourage individual thought and contributions and in a company that needs to grow through innovation, it could be a valuable asset. 3. When your work culture is weak, people do not agree on the culture.

Formal Culture: 1. The work culture of an organization, to a large extent, is influenced by the formal
components of organizational culture. Roles, responsibilities, accountability, rules and regulations are components of formal culture. 2. Roles, responsibilities, accountability, rules and regulations are components of formal culture. 3. They set the expectations that the organization has from every member and indicates the consequences if these expectations are not fulfilled.

Soft Culture: 1. Soft work culture can emerge in an organization where the organization pursues multiple
and conflicting goals. In a soft culture the employees choose to pursue a few objectives which serve personal or sectional interests. 2. The soft culture is welfare oriented; people are held accountable for their mistakes but are not rewarded for good performance. 3. A typical example of soft culture can be found in a number of public sector organisations in India where the management feels constrained to take action against employees to maintain high productivity.

Sustaining organization culture:


Three forces play a particularly important role in sustaining organization culture.

Selection Practices:
1. Explicit goal identifying and Hiring Individuals having Knowledge, skills and abilities to perform the job successfully. 2. Even though the explicit goal of any selection process is to identify and hire individuals who have the required level of job related knowledge, skills and abilities, the often understated part of the selection process is to check whether there is the possibility of the candidates acceptance of the organizational values and cultures.

3. Concerning with how well the candidate fit into the organization provides information to candidate about the organization. Top Management: 1. The action of top management establishes the norms for the organization as to whether risk taking is desirable, how much freedom manager should give to their subordinates, what action will pay off in terms of pay rises, promotions and other rewards. 2. The role of top management has been discussed in the context of developing a culture. This is however crucial in sustaining the culture as well. This becomes typically apparent during the changes in management. 3. Senior executives help establish behavioral norms that are adopted by the organization. Socialization: 1. The process through which the employees are proselytized about the customs and traditions of the organization is known as socialization. 2. It is the process of adaptation by which new employees are to understand the basic values and norms for becoming accepted member of the organization. 3. Socialization refers to the process that adapts employees to the organizations culture. Even when the organization selects its members carefully, it is always required to reorient them properly in order to imbibe the organizational culture.

Basic Assumptions:
1. The basic precepts in terms of what it is/what it stands for/what it is all about. Is/what it stands for/what it is all about. 2. This is what drives the organization and determines how the members determines think, feel and behave. 3. The core ideology.

Stages in the socialization Process: Pre arrival stage:


1. The period of learning in the socialization process that occurs before a new employee joins the organization. 2. The anticipatory phase before entering into the organization. 3. Learning the rules and regulation of an organization before joining the work force. Encounter Stage: 1. The stage in the socialization process in which a new employee sees what the organization is really like confronts the possibility that expectations and reality may diverge. 2. The initial experience of new member in the organization.

3. The over view of an organization given to a new employee. Metamorphosis Stage: 1. The stage in the socialization process in which a new employee changes and adjusts to the work, work group, and organization. 2. Becoming a regular member of the organization. 3. The Stage in which employee adjusts to their group and organization.

Organization culture Questionnaire:


1. An Organizational culture questionnaire may simply be trying to find out how the company is faring regarding certain aspects that are considered measurements of corporate culture. Some of these aspects include: Power Distance, certainty etc. 2. The Organizational Culture Assessment Questionnaire (OCAQ) is a 30-item questionnaire that is designed to help understand an organization's culture and identify ways to deal with cultural-based problems. The OCAQ assesses the values and beliefs that help or hinder organizational performance in five crucial dimensions. 3. An Organization culture questionnaire is used to evaluate and identify the cultural based problem and its solution. Organization Culture Assessment Instrument: 1. The Organizational Culture Assessment Instrument (OCAI) is a hassle-free tool for diagnosing organizational culture, developed by professors Robert Quinn and Kim Cameron. OCAI is a validated instrument, based on the Competing Values and frame work. 2. The purpose of the OCAI is to assess six key dimensions of organizational culture. In completing the instrument, you will be providing a picture of how your organization operates and the values that characterize it. 3. The Organizational Culture Assessment Instrument (OCAI) developed by professors Cameron and Quinn is a validated research method to examine organizational culture.

Competing Values Frame Work:


1. The competing values frame work (CVF) provides a practical way for managers to understand measure and change organizational culture. 2. The framework used to diagnose and implement culture change, establish competitive strategy, motivate employees, facilitate organizational development and change, implement quality processes, and develop high potential leaders. 3. A way to measure and bring changes to work plan by manager.

Elements of Organization Structure:

Organization Values:
1. Values reflect what we feel is important. Organizations may have core values that reflect what is important in the organization. These values may be guiding principles of behavior for all members in the organization. 2. Organizational values, described as "beliefs and ideas about what kinds of goals members of an organization should pursue and ideas about the appropriate kinds or standards of behavior organizational members should use to achieve these goals. 3. Values are more stable, long-lasting beliefs about what is important. They help us to define what is right or wrong, or good or bad, in the world.

Espoused Values
1. Espoused values contribute to the development of normal standards of the organization for how it conducts business now and in the future. 2. The stated values and norms that are preferred by an Organization. 3. Those values championed by a companys leadership.

Enacted Values:
1. The values and norms that are exhibited by the employees. 2. Enacted values, which are those that employees actual behavior reflects. 3. Enacted values are the norms that are exhibited by employees. Shared Values 1. Shared values are individuals preferences regarding certain aspects of the organizations culture (e.g. loyalty, customer service). 2. Shared values are the standard by which members of an organization collectively see as important. Therefore they tend to guide behavior, relationships and interactions. 3. Explicit or implicit fundamental beliefs, concept, and principles that underlie the culture of an organization, and which guide decisions and behavior of its employees, management and member.
1.

Organization Belief:

Beliefs that are part of an organization's culture may include beliefs about the best ways to achieve certain goals such as increasing productivity and job motivation. 2. Beliefs represent the individuals perceptions of reality.

Authoritarian Culture: 1. An organizational culture characterized by the holding of all power (decision making and
information) at the top of the organization. The authoritarian organization seeks to maintain the status quo and forces workers to conform, never question or give feedback, play politics, and wait. 2. There is centralization of power with the leader and obedience to order and discipline are stressed. Any disobedience is punished severely to set an example to others. The basic assumption is that the leader always acts in the interests of the organization.

3. A traditional organization operates in a hierarchical model with an authoritarian culture


that seems to foster privacy or secrecy.

Participative Culture:
1. The organizations with strong cultures that were able to adapt to their changing environments held core beliefs about the importance of people, of meeting the needs of all stakeholders, and of learning and change. Their cultural values created an open system that involved not only organizational members but also external constituencies in their business processes and strategies. 2. Participative culture tends to emerge where most organizational members see themselves as equal and take part in the decision making. 3. Participative cultures infuse their employees with shared values, pulling employees together as a team to accomplish a common mission.

Mechanistic Culture:

1. The Mechanistic culture exhibits the values of bureaucracy. Organization jobs are created around narrow specializations and people think of their careers mainly within these specializations. There is a great deal of department loyalty and inter departmental animosity. This sort of culture resists change and innovation. 2. The Mechanistic organization structure exhibits the values of bureaucracy and feudalism. Organizational worker is conceived as a system of narrow specialism and people think their career mainly with in these specialism. 3. Mechanistic Organization is like a machine, difficult to change. Bureaucratic & stable (government policy, technology, competition). Organization seeks loyalty and obedience.

Ethical Culture:

1.

A movement founded by Felix Adler in 1876 that stressesthe importance of ethical Behav ior independent of religious beliefs.

Professional Culture:
1. The professional culture avoids layoffs; invest in employees for future service to the company. 2. Professional culture differentiates the characteristics and value systems of particular professional groups (the typical behavior of pilots vis--vis that of air traffic controllers, or maintenance engineers). Through personnel selection, education and training, on-thejob experience, peer pressure, etc. 3. In professional culture Companies invest in there employees for future benefits for example sending them on a training tour

Organic Culture: 1. In this case, authority hierarchy, departmental boundaries, rules and regulations, etc. are
all frowned up. The main emphasis is on task accomplishment, team works and free flow of communication. 2. Formal Hierarchy of authority departmental boundaries, formal rules and regulations, and prescribed channel of communication are frowned up. 3. Organic as a culture are living and responsive to change. Consultation & involvement in decisions.

Organization Climate:
1. Organization climate is based on individual perceptions, is often defined as the recruiting patterns of behavior attitudes and feelings that characterize life in the organization, and refers to current situations in an organization and the linkages among work groups, employees, and work performance. 2. Organizational climate (sometimes known as Corporate Climate) is the process of quantifying the culture of an organization. It is a set of properties of the work environment, perceived directly or indirectly by the employees, that is assumed to be a major force in influencing employee behavior. 3. Organizational climate, defined as the way in which organizational members perceive and characterize their environment in an attitudinal and value-based manner.

Strategic Values:
1. Strategic values are the basic beliefs about about an organizations environment that shapes it strategy. 2. Strategic values provide the very basic rationale for the viability of a business. They focus organizational energies and link the firm to its environment. 3. A strategic value defines how an organization views itself or wishes to be perceived by its customers or clients.

Culture Values: 1. Cultural values are the values that employees need to have and act on for the organization
to act on the strategic values. 2. The commonly held standards of what is acceptable or unacceptable, important or unimportant, right or wrong, workable or unworkable, etc., in a community or society. 3. Culture values that what is acceptable or un acceptable in the organization.

Terminal Values:
1. Terminal values a desired goal the organization seeks to achieve e.g. excellence, profitability, and quality etc. 2. Desirable end states of existence; the goal that a person would like to achieve during his or her life time.

3. The point which every organization like to achive which are excellence profibality quality and etc

Instrumental Values:

1. A desired mode of behavior the organization wants members to observe to achieve terminal values e.g. respecting authority and tradition (military). 2. Is the value of objects, both physical objects and abstract objects, not as ends-inthemselves but a means of achieving something else? It is often contrasted with items of intrinsic value. 3. A means by which something is done.

Emerging issues in Organization Culture: Innovation:


1. Innovation is the process of creating and doing new things that are introduced into the market place as product processes, or services. 2. The process by which an idea or invention is translated into a good or service for which people will pay, or something that results from this process. 3. Innovation is also defined as the willingness to think outside the box.

Types of Innovation: Radical Innovation:


1. Radical innovation is the most difficult because it changes the way we live and often makes big companies, even whole industries, obsolete in a short period of time. 2. Radical innovation is a major breakthrough that changes or creates whole industries. 3. Radical innovation uproots existing markets by providing something completely new to the world.

Incremental Innovation: 1. Incremental innovation continues the technical improvement and extends the applications
of radical and system innovations. 2. Incremental innovation exploits existing products, processes or technologies by improving on what currently existed. 3. If transformational innovation sits at one end of the innovation spectrum, then the opposite end is Incremental Innovation. They tend to be line or brand extensions, new bells & whistles, new packaging, new improved ingredients etc.

Entrepreneurship: 1. Entrepreneurship is the act of being an entrepreneur, which can be defined as "one who undertakes innovations, finance and business acumen in an effort to transform innovations into economic goods". 2. Entrepreneurship is entrepreneurial activity that takes place within the context of a large corporation. 3. Entrepreneurship is the process of discovering new ways of combining resources.

Empowerment:
1. Empowerment is the process of enabling worker to set their own work goals, makes decisions, and solves problems within their sphere of responsibility and authority. 2. Empowerment is the process of enabling individuals to adopt new behaviors that further their individual aspirations and those of their organizations. 3. Empowerment is the process of enabling, through the development of competence combined with the authorizing of an individual to think, behave, take action, and control work and decision making in autonomous ways.

Social Validation: 1. Social validation means that certain beliefs and values are confirmed only by the shared
social experience of a group. 2. Social validation means that values and beliefs shared by the social experience of group. 3. The certain beliefs and values that are confirmed only by the shared social experience of a group is called social validation.

Developing Organization Culture:

Observation :
1. People observe and consequently behave in a manner similar to current members behaviors and practices. Use modeling and communication to foster the environment you want to create. 2. Coping other current members manner and behave exactly like them. 3. Acting like all members do in the organization.

Membership:
1. Staffing!!! MARINERS ARTICLE internal staffing improves positive expectations regarding future relationships with the organization. People first values 2. The state of being a member. 3. The total number of members belonging to an organization, society, etc.

Interaction: 1. A socialization techniques and allowances regarding decision making can lead to a
culture which enhances satisfaction consequently improving productivity 2. The activity of being with and talking to other people, and the way that people react to each other. 3. The process by which different things affect each other or change each other

Stories and rites:


1. Heroes, stories, slogans, symbols, and ceremonies. 2. Every organization has legends these stories keep employees motivated. 3. Heroes, stories, slogans, symbols, and ceremonies that keep employees motivated.

Level Of Culture: Behavior :


1. Observable, visible things done by people as well as tangible artifacts. Heroes, stories, slogans, symbols, and ceremonies are part of behavior-level culture. 2. How an employee thinks about the company. 3. Attitude towards work is behavior.

Values and Beliefs:


1. Provide the operating principle for guiding behavior. The mission statement is a slogan that conveys values and beliefs. 2. Business values are the set of beliefs that form the organization's culture. Values are what we strongly believe to be true. 3. Important and enduring beliefs or ideals shared by the members of a culture about what is good or desirable and what is not.

Assumptions:

1. Understanding based on perception of, Thats just the way its done around here! 2. Perceptions based on statistical data. 3. Predicting future.

Adoptive culture
An organizational culture in which employees focus on the changing needs of customers and other stake holders and support initiative to keep pace with those changes Book. Organizational behavior Author Steven l.mcshane

In history an adapted cultures is when one culture adopts aspects of another culture when it doesn't necessarily need the change like the Celts in Britain starting to build villas to live in. It is an organizational culture adopted by the employees to change the surroundings.

Organizational socialization:
1. The process by which individuals learn the values, expected behaviors, and social knowledge necessary to assume their roles in the organization. Organizational behavior book n author Marry an Won Gilinow 2. Process through which a new employee learns to adapt to an organizational culture. 3. This is the process to help the new employee to adapt the culture of their organization

Achievement Organizational culture:


1. Organizations that do things well and value members who set and accomplish their own goals. 2. Cultural organization in which members pursuing a standard of excellence 3. Organization in which members are expected to set challenges but realistic goals and establish plans to reach their goals.

Self Actualizing Organizational Culture:


1. Cultural organization that value creativity, quality over quantity, and both task accomplishment and individual growth. 2. Organization in which members are encouraged to gain enjoyment from their work, develop themselves and take on new and interesting activities 3. Organizations in which all members are allowed to think in unique and independent ways.

Affiliative organizational culture


1. Organization that place a high priority on constructive interpersonal relationships 2. Place of work where members are expected to be friendly, open and sensitive to the satisfaction of their work group. 3. Organization in which members deal in a good and friendly way.

Approval Cultural Organization:


1. It is a passive defensive type of culture .it is a type of organization in which conflicts are avoided and interpersonal relationships are pleasant.

2. The type of organization in which members feel that they should agree with, gain the approval of, and be likely by others. 3. In other words it is the type of organization in which members are ready going along with each other.

Conventional organizational culture:


1. Organizations that are conservative, traditional and controlled is called conventional organization. It is a type of passive defensive culture. 2. In this type members are expected to conform, follow the rules and make a good impression. 3. It is a type of organizational culture in which members follow policies and practices.

Dependent Organizational Culture:


1. Centralized decision making in such organizations leads members to do only what they are told and to clear all decisions and superiors. 2. Organizations that are hierarchically controlled and non participative. 3. This type means pleasing those in positions of authority.

Power organizational culture:


1. It is a type of aggressive defensive culture. Non participative organizations structured on the basis of the authority. Inherent in members positions 2. Members believe that they will be rewarding for taking charge, controlled subordinates, and at the same time being responsible. 3. This type tells us the building up the members power base.

Corporate Culture
1. A blend of the values, beliefs, taboos, symbols, rituals and myths all companies develop

over time 2. The easiest way to think of corporate culture is that it is an energy field that determines how people think, act, and view the world around them. I often compare culture to electricity. Culture is powerful and invisible and its effects are far reaching. Culture is an energy force that becomes woven through the thinking, behavior, and identity of those within the group. 3. The corporate culture energy field determines a company's dress code, work environment, work hours, rules for getting ahead and getting promoted, how the business world is viewed, what is valued, who is valued, and much more.

Organizational Socialization Culture


1. The socialization of organizational culture is a process. One way of defining it is to describe it as the methods by which organizational culture is transferred from old members to new members, thus bringing them into the fold. Since every company's organizational culture is a system of shared attitudes, practices, and schedules, this has to be passed on to new employees to keep the culture running smoothly, otherwise things will begin to fall apart. 2. The process of socialization is how the organizational culture continues to thrive by being passed on to everyone who comes in. Early training exercises are only the beginning. Company meetings, mentoring from older more experienced workers, company literature and jargon are all only a part of this. While these are parts of a company's organizational culture that can be handed down from the top, training is only one part of socialization. 3. Socialization isn't always an easy process. For some individuals, shifting into a new organizational culture can actually produce culture shock if they are moving into a culture that is completely different than the one they are used to, or if maybe it is their first time in corporate culture, period.

Organizational Subcultures 1. Organizational subcultures are located throughout their various divisions, geographic
regions and occupational groups.

2. Organizational subcultures enhance the dominant culture by espousing parallel


assumptions, values and beliefs.

3. 0rganizational subcultures are the spawning groups for emerging values that keep the
firm aligned with the need of customers.

Perfectionist Organizational Culture


1. It is aggressive defensive type of culture. Organizations in which perfectionism, persistence and hard work are valued. 2. It is a type of organization in which members avoid to do any mistake and keep track of everything. 3. In this type members work for long time to attain narrowly defined objectives and for doing things perfectly.

Types for developing organizational culture

Strength Perspective

1. It assumes that the strength of organizational culture is related to a firms financial performance. 2. Strengths-Based Practice assesses the inherent strengths of a person or organization then builds on them. 3. A philosophy and practice model generated within the field of social work, the strengths perspective builds on the idea that client groups are untapped resources of energy and momentum in their own lives.

Fit Perspective:

1. It assumes that culture must align with its business or strategic context. 2. FIT PERSPECTIVE is a business focused on Pre and Post Natal Exercise Training. 3. Fit perspective is a culture focused on pre and Post Natal exercise training.

Adaptive perspective

1. It assumes that adaptive culture enhance a firms financial performance. 2. The concept of fitness was originally defined within the domain of organization theory,
but now many researchers have extended the concept of fitness to the field of information systems.

3. Adaptive culture can enhance a firms financial performance. Anticipatory Organizational Culture 1. Anticipatory socialization refers to a process of socialization in which a person rehearses
for future position, occupation and relationships. 2. The process that adopts employees to the organizational culture. 3. Preparing you for future projects.

Networked Organizational Culture


1. High on sociability, low on solidarity. 2. Members are viewed as friends and family and individual. 3. It willingly gives assistance to others.

Mercery Organizational Culture


1. Low on sociability, high on solidarity. 2. Organizations are fiercely goal oriented. 3. Individuals are intense and determined to meet goals.

Fragmented organizational Culture


1. Low on sociability and low on solidarity. 2. Individuals do not identify with the organization. 3. All individuals are judged individually based on their productivity and quality of work.

Communal organizational culture


1. High on sociability, high on solidarity. 2. People in an organization value both friendship and performance. 3. Individuals have a sense of belonging but there is still a focus on achieving a goal.

Societal organizational culture


1. Human societies are often organized according to their primary means of subsistence. Some societies will bestow status on an individual or group of people, when that individual or group performs an admired or desired action. 2. Large societies often have subcultures, or groups of people with distinct sets of behavior and beliefs that differentiate them from a larger culture of which they are a part.

Cross Cultural Organization


1. An operational definition of this is development of knowledge and skill through experience and training that result in a complex schema of cultural differences, perspective-taking skills, and interpersonal skills. 2. It is work motivation, or the factors that energize, direct, and sustain effort across cultures .it is the relationship between the individual and the organization, and culture and organizational commitment, psychological contracts, justice, citizenship behavior, and person-environment fit. 3. It includes moving beyond values to explain cultural differences, attending to levels of analysis issues, incorporating social and organizational context factors into cross-cultural research, taking indigenous perspectives seriously, and moving beyond comparisons to understand the dynamics of cross-cultural interfaces/

High context organizational Culture


1) Establish social trust first. 2) Value personal relationships and goodwill. 3) Agreement by general trust.

Low Context Organizational Culture 1) Get down to business first.


2) Value expertise and performance. 3) Negotiation as efficient as possible.

Bet Your Company Culture

1. In this kind of culture, the company makes big and important decisions over high stakes endeavors. It takes time to see the consequence of these decisions. Companies that postulate experimental projects and researches as their core business, adopt this kind of culture. This kind of culture can be adopted by a company designing experimental military weapons. 2. Culture in which big-stakes decisions are made and in which employees will not Know for many years if the decisions have paid off. 3. Slow feedback and reward, high risk.

Tough-Guy Culture or Macho Culture


1. The most important aspect of this kind of culture is big rewards and quick feedback. This kind of culture is mostly associated with quick financial activities like brokerage and currency trading. It can also be related with activities, like a sports team or branding of an athlete, and also the police team. This kind of culture is considered to carry along, a high amount of stress, and people working within the organization are expected to possess a strong mentality, for survival in the organization. 2. Tough guy culture is the culture in which the employees regularly take high risks and get quick feedback. 3. Fast feedback and reward and high risk

Work Hard/Play Hard

1. This type of organization does not involve much risk, as the organizations already consist
of a firm base along with a strong client relationship. This kind of culture is mostly opted by large organizations which have strong customer service. The organization with this kind of culture is equipped with specialized jargons and is qualified with multiple team meetings. 2. In work hard play culture organization emphasizes on strong client customer relationship and customer service. 3. This has rapid feedback/reward and low risk, leading to: Stress coming from quantity of work rather than uncertainty. High-speed action leading to high-speed recreation. E.g. Restaurants and software companies.

The Hierarchy Culture


1. A much formalized structured place to work. Procedures govern what people do. 2. Effective leaders in hierarchical cultures are those that can organize, coordinate, and monitor people and processes for example McDonalds. 3. The Hierarchy culture values efficiency, reliability, and fast production.

The Adhocracy Culture

1.

The Adhocracy culture is one that values innovation, creativity, entrepreneurship, and adaptability. Companies that succeed within the Adhocracy model are those that must change direction with little warning, rely on individual risk taking, and exist in a very dynamic environment. A dynamic entrepreneurial and creative place to work. People stick their necks out and take risks. Innovativeness, vision and new resources are effective

2. 3.

Fortress Culture 1. Employees are not sure if the will be laid off or not by the organization. Very often, this organization undergoes massive changes. Few examples of this type of culture are loans and savings, large car companies, etc. 2. Employees don't know if they'll be laid off or not. These organizations often undergo massive reorganization. There are many opportunities for those with timely, specialized skills. Examples are savings and loans, large car companies, etc. 3. The organization which undergo massive change in which employees are not sure about their jobs.

Blame Corporate Culture 1. This corporate culture cultivates distrust and fear, employees blame each other to avoid
being reprimanded or put down, this results in no new ideas or personal initiative because employees dont want to risk being wrong. 2. Little trust, Act for self interest and dont make high risk in the market. 3. Blame corporate culture includes Little innovation, Paycheck driven, Inefficient, and High level of fear.

Multi-Directional Corporate Culture 1. This corporate culture cultivates minimized cross-department communication and
cooperation. Loyalty is only to specific groups (departments). Each department becomes a clique and is often critical of other departments which in turn create lots of gossip. 2. Little communication, Cliquish, Lots of gossip, Criticize other departments 3. Little cooperation, No common vision

Live and Let Corporate Culture 1. This corporate culture is Complacency; it manifests Mental Stagnation and Low
Creativity. Employees here have little future vision and have given up their passion 2. Low Creativity, Average cooperation. 3. This cultures stand for average communication and little future vision.

Brand Congruent Corporate Culture

1. Employees in this corporate culture believe in the product or service of the organization,
they feel good about what their company is trying to achieve and cooperate to achieve it. Employees here are passionate and seem to have similar goals in the organization 2. Believe in product, Feel good about company 3. Cooperation is good, Similar goal in org 4. Actively solve problems

Leadership Enriched Culture 1. Employees view the organization as an extension of themselves; they feel good about
what they personally achieve through the organization and have exceptional Cooperation. Individual goals are aligned with the goals of the organization and individuals will do what it takes to make things happen 2. Aligned with organization, Feel good about the company. 3. Leadership at all levels 4. Leaders develop leaders

Role Culture
1. Common in most organizations today is a role culture. In a role culture, organizations are split into various functions and each individual within the function is assigned a particular role. The role culture has the benefit of specialization. Employees focus on their particular role as assigned to them by their job description and this should increase

productivity for the company. This culture is quite logical to organize in a large organization. 2. Exists in large hierarchical organizations in which individuals have clear roles (jobs) to perform which are closely specified. Individuals tend to work closely to their job description, and tend to follow the rules rather than to operate in a creative way. 3. In role culture organization each individual assign a particular role within their department. Role culture has the benefit that only specialize person can play role in their department.

Task Culture
1. A task culture refers to a team based approach to complete a particular task. They are popular in today's modern business society where the organization will establish particular 'project teams' to complete a task to date. A task culture clearly offers some benefits. Staff feels motivated because they are empowered to make decisions within their team, they will also feel valued because they may have been selected within that team and given the responsibility to bring the task to a successful end. NASA organizes part of their culture around this concept i.e. putting together teams to oversee a mission. 2. Exist when teams are formed to complete particular tasks. A distinct team culture develops, and because the team is empowered to make decisions, task cultures can be creative. 3. A task culture refers to a team based approach to complete a particular task.

Person culture
1. Person cultures are commonly found in charities or nonprofit organizations. The focus of the organization is the individual or a particular aim. 2. Is the most individualistic form of culture and exists when individuals are fully allowed to express themselves and make decisions for them. 3. Person culture organizations are the nonprofit organizations which work in the favor of society.

Collaborate culture
1. Corporations that display collaborative culture display integration and emphasize flexibility. 2. Collaborative Culture: creating a democratic school community, fostering skills and practices of strong leadership, establishing regular common planning time, embedding professional development in the daily life of the school. 3. A collaborative culture is an intricate and unique blend of many attributes including (but not limited to) work environment, people, leadership, opportunities/need for collaboration, business sector, geographic distribution, and supporting technology.

Create culture
1. Create culture in the organizations feature dynamic, creative places to work and attention to innovation and risk-taking. 2. In create culture organization is boosting innovation in a dynamic environment. 3. In short change or create innovative culture that boost company.

Organizational cultural dimensions Power distance:


1. How much unequal distribution of power should be there in society? 2. A measure of how a culture, such as a country, business or team, recognizes hierarchy. A totalitarian regime has a high power distance index, while a democracy has a low index. 3. Power distance how hierarchies and unequal power distribution is viewed.

Performance Orientation:
1. How much individuals should be rewarded for improvement and excellence. 2. This refers to the degree to which an organization rewards individuals for hard work or achievement. An organization which orients people to perform better and rewards them for doing so will have an OC characterized by high reward orientation. 3. In performance Orientation reward will be given to individuals for hard work and determination. Future Orientation 1. How much should people delay gratification by planning and saving for the future? 2. Future orientation then occurs as a gradual process from the today orientation of early adolescence, through the tomorrow-this week thinking of mid adolescence to the future thinking of late adolescence. 3. Future Orientation is the Plan for future.

Collectivist Organizational Culture


1. The type of culture in which personnel goals are less important than community goals and interest. 2. Cultural dimensions of individualism and collectivism can either interfere with or modulate the organizational culture through different channels. For instance, they may become manifest in managers preference for allocating organizational rewards or in employees preference. 3. The type of culture in which community goals are more important than personnel goals.

Organizational Culture Communication 1. Organizational culture communication provides the basis for understanding virtually
every human process that occurs in organizations. 2. To be aware of communication skills that you as a college graduate should possess in order to meet the organizational expectation.

3. May start you down the path to a career as a communication professional in an


organization or as an academic scholar in the field. Theories of Organizational Culture The consistency hypothesis the idea that a common perspective, shared beliefs and communal values among the organizational participants will enhance internal coordination and promote meaning and a sense of identification on the part of its members. The mission hypothesis the idea that a shared sense of purpose, direction, and strategy can coordinate and galvanize organizational members toward collective goals. The involvement/participation hypothesis the idea that involvement and participation will contribute to a sense of responsibility and ownership and, hence, organizational commitment and loyalty.

Organizational Culture Change


1. Revolutionary and comprehensive efforts to change the culture of the entire organization. 2. Efforts that are gradual and incremental but nevertheless are designed to cumulate so as to produce a comprehensive reshaping of the entire organizational culture. 3. Gradual and comprehensive effort to change the culture of Organization environment.

Aalienated Organizational Culture:


1. It indicates that conflicts are present; however participants follow the principles and formalization of the organization.. The basic assumption of such a culture is that the formal rules and regulations are more important than showing and resolving underlying conflicts. It does not matter if conflicts are resolved or not, but it is expected that participants must fulfill their formal and basic duties so that they can keep their positions. 2. In this type of culture, employees have two strategies either do not raise voice or leave the system. Alienated culture nourishes generally in rational but autocratic type of organizational structures. The reason is that this structure supports single-loop learning and restricts participants voice action. The rational structure fosters non-accommodative behavior which leads to rational type of informal grouping. 3. In this type thus interaction between groups and individuals will be more calculative. Informal groups within organizations are source of providing cognitive dissonance to each other. The cognitive dissonance is reduced by raising alienation for other groups and organization. Alienated culture curb voice action and demands forced loyalty to the system.

Democratic Organizational Cultures


1. The basic assumption behind democratic culture is that conflicts should be brought into the surface so that they can be analyzed and solved amicably. The democratic culture gives provision to voice action which means that participants can disagree without developing hard feelings for each other.

2. It relies more on accommodative behaviour which leads to collaborating style of resolving conflicts. The collaborating attitude favours democratic type of informal grouping which emphasizes on moral commitment. The groups are interactive in informal settings. 3. It provides participants outlets to channel their energies through voice action therefore decisions are made by convincing each other which not only reduces cognitive dissonance but increases confidence and friendship between individuals and groups in the organizations.

Antagonistic Organizational Culture


1. Antagonistic culture paradigm is based on "what I am saying, is correct and should be accepted". This choice of "should be" is the key factor in raising antagonistic culture in the organization. 2. Participants are not open in their dealing and they develop an assumption in the long run which says "you do what you like; Ill do what I like". Participants threats to each other are a common feature during interaction. In such kind of culture, participants are afraid of each other's presence, hence "no contact or less contact" is considered a solution to avoid cognitive disturbance. 3. This culture provides room for non-accommodative behavior with the provision of agitating voice action. Participants reach a conflicting level where they are alienated and unconcerned with the development of organization. They are scared of others manipulation or afraid that they will lose power if they cooperate with the other person.

Normative organizational Culture


1. In a normative organization, the organization stresses on implementing the organizational procedures in a correct way. 2. According to this norms and rules defined. This kind of culture is perceived to portray a high standard of business ethics. 3. In an normative organizations the management focus to implement the organization rules and procedure in ethical way.

Pragmatic organizational culture


1. In contrast to normative cultures, stress is laid on satisfying the wish of their clients. 2. In this type of organizational culture no norms are set by the company, and utmost importance is given to the needs of the client. 3. In pragmatic culture the important factor is to satisfy the need of company clients.

Academy Organizational Culture


1. In this kind of culture, employees are highly skilled. 2. The organization provides an environment for the development and honing of employee skills. Examples of this kind of culture are hospitals, universities, large corporations, etc. Employees tend to stay with the organization and grow within it.

3. In this type of culture employee provide an environment to improve themselves with the passage of time. Baseball team Organizational Culture 1. In this kind of culture, the employees are "free agents" and are highly prized. 2. These employees find employment easily in any organization and are very much in demand. 3. There is, however, a considerable amount of risk that is attached to this culture, as it is also fast paced. Examples of this kind of culture are advertising, investment banking, etc.

Club Organizational Culture


1. Usually in this the employees stay with the organization for a long time and get promoted to a senior post or level. 2. These employees are handpicked, and it is imperative that they possess the specific skills required and desired, by the organization. Examples of this kind of culture are law firms and military etc. 3. The most important requirement for employees in this culture is to fit into the group. Usually employees start at the bottom and stay with the organization. The organization promotes from within and highly values seniority. Examples are the military, some law firms, etc.

Process Organizational Culture


1. This type of culture does not include the process of feedback. 2. In this kind of culture, the organization is extremely cautious about the adherence to laws and prefers to abide by them. 3. This culture provides consistency to the organization and is good for public services. One of the most difficult tasks to undertake in an organization, is to change its work .

Market organizational culture


1. For-profit companies with a Market culture are oriented outward, focusing on the needs of constituencies, and not on the needs of internal stakeholders. 2. These companies are focused on transactions with suppliers, customers, regulators, and the like. Profitability, financial results, ability to create market niches, and secure customer bases are primary objectives of these companies. 3. The hope within these organizations is that the drive to beat competitors will improve employee morale, and direct, internal attempts to make employees happy are not as valuable.

Clan Organizational Culture 1. According to Cameron, Quinn (1998) typical characteristics of clan type firms were
teamwork, employee involvement programs and corporate commitment to employee. 2. Some basic assumptions in a clan culture are that the environment can best be managed through teamwork and employee development, 3. Customers are best thought as partners.

Customer responsive Culture 1. Hiring the right type of employees ones with a strong interest in serving customers.
2. The types of employees hired by the organization. 3. Employees who engage in organizational citizenship behaviors. Super ordinate Culture 1. Super ordinate culture is a strong organizational culture with which all nationalities can identity. 2. An organization in which all types of people work together to achieve a common goal. 3. Super ordinate culture in which all nationalities can work as a single unit.

Planning

1. Planning is the function of management that involves setting objectives and determining a course of action for achieving those objectives. 2. A basic management function involving formulation of one or more detailed plans to achieve optimum balance ofneeds or demands with the available resources. 3. The Degree of risk that plan should contain.

Strategic Planning

1. Strategic planning involves analyzing competitive opportunities and threats, as well as the strengths and weaknesses of the organization, and then determining how to position the organization to compete effectively in their environment. 2. Systematic process of envisioning a desired future, and translating this vision into broadly defined goals or objectives and a sequence of steps to achieve them. 3. Strategic planning is an organization's process of defining, often in hyperbolic terms, its strategy, or direction, and making decisions on allocating its resources to pursue this strategy, including its capital and people.

Organizing
1. Organizing is the function of management that involves developing an organizational structure and allocating human resources to ensure the accomplishment of objectives. 2. The Degree of autonomy given to an employee. 3. Arranging several elements into a purposeful sequential or spatial (or both) order or structure.

Leading 1. Leading involves the social and informal sources of influence that you use to inspire action taken by others. 2. The degree of concern for job satisfaction. 3. Leading involves motivating and inspiring others to achieve a goal.

Controlling
1. Controlling involves ensuring that performance does not deviate from standards. 2. The basic management function of (1) establishing benchmarks or standards, (2) comparing actual performance against them, and (3) taking corrective action, if required. 3. Reliance on External or internal control.

Work Place Spirituality


1. Workplace spirituality refers to the ways we express our spirituality at work, both for personal support and in making ethical, just decisions. 2. Culture that recognizes that people have an inner life that nourished people has a mind and spirit. 3. Culture that recognizes that by meaning full work that takes place in context of the community.

Cultural Forms Rites


Relatively elaborate, dramatic, and planned sets of activities that consolidates various forms of cultural expressions into one event, which is carried out through social interactions, usually for the benefit of an audience.

Myth
1. A dramatic narrative of imagined events usually used to explain origins of transformations of something. Also, an unquestioned belief about the practical benefits of certain techniques and behaviors that is not supported by demonstrated facts. 2. Stories and Myths: build up about people and events, and convey a message about what is valued within the organization. 3. The stories build up on peoples and events that convey message what is valued in the organization. Saga 1. Sage is an historical narrative term describing the unique accomplishments of a group and its leaders-usually in heroic terms.

2. Saga means different and unique achievements of a group and its leaders usually in heroic terms. 3. Saga is a term used to describe unique accomplishment of a group and its leaders. Symbol 1. Any object, act, event, quality, or relation that serves as a vehicle for conveying meaning, usually by representing another thing. 2. These include organizational logos and designs, but also extend to symbols of power such as parking spaces and executive washrooms. 3. Any type of logo and design which is used to convey some specific meaning.

Organizational Structures:
1. Organizational structure includes Reporting lines, hierarchies, and the way that work flows through the business. 2. This includes both the structure defined by the organization chart, and the unwritten lines of power and influence that indicate whose contributions are most valued. 3. The Hierarchy of an organization is also called as organizational structure.

Control Systems:
1. Control system is the processes in place to monitor what is going on. Role cultures would have vast rulebooks. There would be more reliance on individualism in a power culture. 2. The ways that the organization is controlled. These include financial systems, quality systems, and rewards (including the way they are measured and distributed within the organization.) 3. The way through which organization is controlled and monitors the ongoing process.

The Double S cube


A system of categorizing four types of organizational culture by combining two dimensions sociability and solidarity. Each of the four resulting cultural types can be both positive and negative in nature.

Sociability 1. A dimension of the double S cube characterized by the degree of friendliness typically found among members of an organization. 2. Sociability (friendliness of members) can promote creativity or can promote ingroup/out-group distinctions. 3. A dimension of the double S cube which can promote creativity or can promote ingroup/out-group distinctions.

Solidarity 1. A dimension of the double S cube characterized by the degree to which people in an organization share a common understanding of the tasks and goals about which they are working. 2. Solidarity (share understanding of tasks) can increase coordination or can promote ingroup/out group distinctions. 3. A dimension of the double S cube that can increase coordination or can promote ingroup/out group distinctions.

CHANGE MANAGEMENT:
1. Change management is a structured and strategic approach to initiate and manage the change process in the organization structure and culture as well as the individuals/teams behavior and attitude towards the change transition in the field of the business processes, technology implementation or any other policies of an enterprise.
2. The coordination of a structured period of transition from situation A to situation B in

order to achieve lasting change within an organization 3. Change management is a structured approach to shifting/transitioning individuals, teams, and organizations from a current state to a desired future state. It is an organizational process aimed at empowering employees to accept and embrace changes in their current business environment.

Social trend
1. It gathers social and economic data from many governmental and other sources to form a comprehensive picture of how British society is at the moment and how it has change over time; it also gives analysis of this information. 2. Social trend is the general direction of change in social behavior. 3. A social trend is the latest style of popular culture that includes clothing, electronics, music that are mostly set by the media and popular kids at school which include a lot of douche bags.

Transformational Change
1. A shift in the business culture of an organization resulting from a change in the underlying strategy and processes that the organization has used in the past. A transformational change is designed to be organization-wide and is enacted over a period of time.

2. Transformational change involves re-conceptualization and discontinuity from the initial system. Transformational change is radical rather than incremental. The implementation of transformational strategy often requires a departure from tradition and involves risk. 3. It is a description of the structure of change in natural systems.

Technology
1. The branch of knowledge that deals with the creation and use of technical means and their interrelation with life, society, and the environment, drawing upon such subjects as industrial arts, engineering, applied science, and pure science. 2. The most general definition of technology is the application of science or knowledge to commerce and industry 3. Technology is the purposeful application of information in the design, production, and utilization of goods and services, and in the organization of human activities.

Technical innovation:
1. A change in appearance or performance of products or services or the physical processes through which a product or service passes. 2. Technological innovations comprise new products and processes and significant technological changes of products and processes. 3. Technological innovation comprises implemented technologically new products and processes and significant technological improvements in products and processes.

Managerial Innovation:
1. A change in the management process in an organization 2. Bring a change in management process.

Product Innovation:
1. Product innovation is a change in the physical characteristics of a product or service or the creation of a new one. 2. Product/service innovation is the result of bringing to life a new way to solve the customer's problem through a new product or service development that benefits both the customer and the sponsoring company. 3. Product innovation is the creation and subsequent introduction of a good or service that is either new, or improved on previous goods or services of its kind.

Process innovation:
1. Process innovation means the implementation of a new or significantly improved production or delivery method. 2. A change in the way a product or service is manufactured, created, or distributed.

3. Process innovation is an implementation of a validated creation of another way to transform the characteristics of the system elements into a desired state resulting in increased value. Network Culture 1. Networked Culture: this type of organizational culture is characterized by high levels of sociability and low levels of solidarity. 2. Network culture is a culture that promotes high level of sociability and low level of solidarity. 3. This type of organizational culture promotes high level of sociability and low level of solidarity. Mercenary Culture 1. Mercenary Culture: this type of organizational culture is characterized by a low degree of sociability and a high degree of solidarity. 2. Mercenary Culture is not particularly friendly but people do need each other to get the work done. 3. Mercenary culture is characterized by a high degree of solidarity and low degree of sociability. Fragmented Culture 1. Fragmented Culture: this type of organizational culture is characterized by a low degree of sociability and a low degree of solidarity. 2. Fragmented Culture is neither friendly nor interdependent, i.e. people keep themselves to themselves, both in work and personal terms. 3. An integration approach to culture stresses harmony and similarities; the differentiation approach focuses on separation and conflict; and the fragmentation approach turns our attention to multiplicity and flux.

Communal Culture:
1. Communal Culture: In the double S cube, this type of organizational culture is characterized by both a high degree of sociability and a high degree of solidarity. 2. The recent evolution of community organizations, especially in developing countries, has strengthened the view that these "bottom-up" organizations are more effective addressing local needs than larger charitable organizations. 3. Communal organization culture promote both high degree of sociability and high degree of solidarity.

Diversity Climate 1. Diversity climate is defined as organizational members attitudes and perceptions toward people from cultural groups other than their own. 2. The diversity climate is the corporate atmosphere as defined by its interactions with minorities on the individual, group, and organizational level. 3. The diversity climate is defined as the perception and attitude toward people from other culture group.

Whistle Blowing 1. Whistle Blowing is a process of disclosing the illegal, immoral, unethical, and illegitimate practices of their employees to people inside or outside the organization. 2. Whistle Blowing can be defined as the release of information by a member or any former member of an organization that is the evidence of illegal or immoral conduct in the organization. 3. Whistle can be defined as the disclosing the illegal, immoral, unethical, and illegitimate practices of their employees to people inside or outside the organization. Adaptive Cultures. 1. Cultures have as a core value the ability to adapt to change, especially in response to changing external circumstances. 2. In adaptive cultures, there is a spirit of doing what is necessary to ensure long-term organizational success provided the new behaviors and operating practices that management is calling for are seen as legitimate and consistent with the core values and business principles underpinning the culture. 3. The key to a successful organization lies in its ability to move forward with its current endeavors while always maintaining an initiative to innovate without hindering that
organization's overall.

1. 2. 3.

Inert Culture
This is a dead culture totally unable to change. Having no inherent ability to move or to resist motion. Having no inherent power of action, motion, or resistance (opposed to active).

Job Oriented Vs Employee oriented Culture


1. In job-oriented organizations there is a heavy pressure to perform the task even if this is at the expense of the employees (Behrman; 2004). This is because the organization is

only interested in the work of employees produce. In general, decisions are taken by individuals. 2. However, in employee-oriented organizations members of staff feel that their personal problems are taken into account and that the organization takes responsibility for the 'welfare' of its employees, even if this is at the expense of the work (Behrman; 2004). Therefore, we can find that decisions are more frequently made by groups or committees 3. This is the personal/impersonal workplace distinction. Employee cultures make members of the organization feel personally valued, but job cultures are more concerned with simply having an effective person to do the necessary work.

Open system versus closed system cultures


1. People in a closed system organization will look upon their organization and their colleagues mysteriously. In addition, new employees mostly need more than a year before they feel at home (Hofstede; 1990). On the contrary, people in an open system organization have an idea that the organization and the people are very friendly and open to newcomers. Nearly everyone would fit in with the organization, and new employees mostly need few days to feel at home (Hofstede; 1990). 2. This dimension considers communication and seniority-based favoritism. In an open system, new employees are acclimated quickly into the communications and social fabric of the company. However, in closed systems, there is greater secrecy and exclusion of certain members of the organization, particularly newcomers. ( referenceforbusiness.com Encyclopedia). 3. In an open system new comers feel friendly environment. But on the other hand people in closed culture take time to settle in the company.

Innovative Culture
1. Institutions with flexible structures geared to respond and adapt quickly to external factors and influences. 2. Strong culture of change and innovation with frequent changes in directions of activities and focus of interest. 3. Innovative culture is the culture in which organization prefer willingness to think outside the box.

Enterprise Culture
1. Enterprise culture is the culture in which Clear business objectives and plans based on detailed market analysis and needs. 2. Traditional management roles and structures with clear demarcation of responsibilities and hierarchical decision making processes.

3. Enterprise culture is the culture in which Traditional management roles and structures with clear demarcation of responsibilities and hierarchical decision making processes.

People Oriented culture


1. This is still one of the most contentious issues in organizational culture today. How much should be the management focus on the people? Some organizations are famous for being employee oriented as they focus more on creating a better work environment for its 'associates' to work in. Others still are feudal in nature, treating employees no better than work-machines. 2. The phrase is generally used to convey something vaguely like a company where everyone is pleasant and happy and people smile at each other when they pass in the halls. Its fun to work there, everyone likes his job, and each employee is treated well and fairly. (On January 21, 2010, in Career Coaching by Judi Perkins, by The How-To Career Coach) 3. This type of culture is not common in medium to large-size CPA firms. We have a warm and open working atmosphere. Our senior staffs are always willing to teach junior colleagues.

Team Oriented Culture


1. It is a well established fact today that synergistic teams help give better results as compared to individual efforts. Each organization makes its efforts to create teams that will have complementary skills and will effectively work together. 2. A work culture is initially influenced by its leaders, and then implemented and developed by the employees that work within it. Creating a team building culture will ensure that individuals work together out of respect for one another, and that they keep a goal for the greater good of the company in mind at all times. 3. Teams are a necessity when it comes to business. Each member of a team represents a moving part of a larger project. Individuals that create a team are essentially experts coming together to form a super-group of knowledge and skills, and when working together productivity can be maximized.

Aggressive organization culture


1. Every organization also lays down the level of aggressiveness with which their employees work. Some businesses like Microsoft are known for their aggression and market dominating strategies. 2. Aggressive organization is the organization than motivate their employees to work with aggressiveness. 3. Organizations which have market dominating strategies also referred to as aggressive organization.

Forward Looking Culture:


1. Organizations that have an entrepreneurial spirit always embrace change and listen to staff and customers are said to be forward looking. Forward looking organizations are risk takers and do well because of it. We can argue that Dyson the vacuum cleaner manufacturer embraces this culture. 2. Organization that contains a natural spirit of entrepreneurship that listen to staff and customers are called as forward looking culture. 3. Forward looking culture is cultures that have an entrepreneurial spirit and always embrace change and listen to staff and customers are said to be forward looking.

Backward Looking Culture:


1. A backward looking culture does not embrace change and is led by systems and procedures. They do not take risk and because of it are usually left with a business not doing so well UK store Marks and Spencers is said to be 'backward looking' i.e. slow to change. 2. Organizations that have backward looking culture avoid changes due to danger of risk in the business. 3. Backward looking culture is a culture that does not embrace change and is led by systems and procedures.

Control organization Culture


1. Control organizations find standardization and a well-designed structure effective for enhancing performance. These organizations look for leaders who can organize, coordinate, and monitor people and processes. McDonalds and the Department of Motor Vehicles are examples of two corporations with control organizational culture. 2. Control organization culture is a well designed structure effective for increasing performance with the help of leader ship. 3. The culture which structured and designed for effective performance.

Complete Organizational Culture


1. Complete companies focus more on external relationships than organizations with control culture. Complete organizations find value in transactions with suppliers, customers, contractors, unions, legislators, consultants, regulators, etc. 2. Maintaining and focusing on external relationships is the aim of control organization culture.

3. Companies with complete organization structure work together with all the stakes holders such as customers, and suppliers to achieve a company goal.

Play Culture
1. The play culture is most concerned with creativity and finding innovative ways to accomplish tasks. The quickest way to advance within this type of organization is by displaying the most intelligence and coming up with the most useful ideas. 2. The innovative ways to accomplish task is the aim of play culture. 3. Play culture finds innovative and creative ideas to complete organization task.

Networked Organizations.
1. These are very sociable networks of small teams. They are highly creative. But loyalty is low. 2. Where independent people and groups act as independent nodes, link across boundaries, to work together for a common purpose; it has multiple leaders, lots of voluntary links and interacting levels." 3. The Networked Organization is a term that is used to describe a variety of new emergent organizational structures such as Virtual and Learning Organizations.

Parochial versus Professional Culture


1. In parochial cultures, employees identify strongly with their company as the basis for their employment and perhaps even social status. Participants in professional cultures identify with their skill-set and occupation more so than with the particular company they exercise those skills. 2. In parochial culture identity taken from in the organization. In professional culture identity taken from outside the organization. 3. Parochial versus professional reflects an organizations internal to an external frame of reference (Merton, 1968). It opposes units whose members derive their identity largely from the group it-self (parochial) to organizations in which people primarily identify with their job (professional).

Tightly versus loosely control culture


1. Tight refers to behavioral patterns within the company that are characterized by a strong measure of discipline and supervision. People in companies with tight supervision indicate that everybody is strongly cost-conscious, that meeting-times are kept strictly and that everybody speaks seriously about the company and their job (Behrman; 2004), for example, banks and pharmaceutical companies. On the other hand, the loose

organization is one in which many things are improvised. Loose goes together with less discipline and supervision. People in companies with loose supervision state that nobody thinks of the cost of time and materials, that meeting-times are only kept approximately and that many jokes are made about the company and the job (Behrman; 2004), for example, research laboratories and advertising agencies. 2. Lose control cultures are informal ones in which employees and management tend to be laid back about the work, scheduling, and even costs. Tightly controlled cultures emphasize formality, adherence to standards, punctuality, and so on. 3. Loose versus tight controlrefers to the degree of internal structures within an organization, which affect aspects like company behavior and business apparel.

Cross Cultural Dimension: Power Distance:


1. Power distance is the extent to which a culture encourages superiors to exercise power over others in the organization. 2. Power distance is the degree to which a society expects there to be differences in the levels of power. A high score suggests that there is an expectation that some individuals wield larger amounts of power than others. A low score reflects the view that all people should have equal rights. 3. Power distance how hierarchies and unequal power distribution is viewed.

Uncertainty avoidance
1. The extent to which a culture encourages or discourages risk taking has been referred to as uncertainty avoidance. 2. Uncertainty avoidance reflects the extent to which a society accepts uncertainty and risk. 3. Uncertainty avoidance the extent to which people are comfortable or uncomfortable with uncertainty and little structure. Individualism Collectivism 1. Individualism collectivism refers to the extent to which a culture comprises of individualistic feature or believes in collective or group approach to deal with the situation around them. 2. Individualism vs. collectivism - individualism is contrasted with collectivism, and refers to the extent to which people are expected to stand up for themselves, or alternatively act predominantly as a member of the group or organization. 3. Individualism this is the anchor at one end of two poles, where the other anchor would be collectivism. This is the extent to which individuals are supposed to be self-reliant and look after themselves, versus being more integrated into a group.


1.

Masculinity Femininity:

Masculinity femininity is the dimension refers to the type of accomplishments valued by a particular culture. 2. Masculinity vs. femininity - refers to the value placed on traditionally male or female values. Male values for example include competitiveness, assertiveness, ambition, and the accumulation of wealth and material possessions. 3. Masculinity or Femininity the dimension that has probably caused the most uproar. This dimension reflects hardness vs. softness; toughness vs. tenderness in a culture. Long term orientation: 1. Long term orientation refers to personal thrift, perseverance, and adoption of traditions to the modern world. 2. Long term or short term orientation this has to do with the cultures members having a stance on delayed, or immediate, gratification. 3. Long term or short term orientation refers to personal thrift, perseverance, and adoption of traditions to the modern world.

Autonomy
1. It involves giving enough space to other individuals in the organization as you would seek toward yourself. 2. Individual Autonomy: This refers to the individuals freedom to exercise his or her responsibility. In other words, individual autonomy is the degree to which employees are free to manage themselves; to have considerable decision making power; and not to be continually accountable to higher management. 3. It involves giving enough space to individual to exercise his or her responsibility with out answerable to higher management. Authenticity 1. This refers to the equivalence that member of an organization have between their words and deeds. 2. Authenticity refers to the state of being genuine in the organization.

Cultural fit
1. The extent to which an organization culture suits the organization circumstance, and predict how well and organization will perform under those circumstances. 2. Cultural fit means that how well an organization will adjust under given circumstances.

3. Culture fit mean that how well an organization will perform under difficult environment.

Bureaucracy
1. Bureaucracy is a type of organizational Culture which control mainly by developing in its member shared understandings about legitimate authority and fair treatment of employees. 2. Bureaucracy is a form of organization that has been enormously successful and is the result of thousands of years of trial and error evolution. Max Weber outlined the key characteristics of a bureaucracy: specification of jobs with detailed rights, obligations, responsibilities, scope of authority. 3. A bureaucracy is a form of organization in which officeholders have defined positions and (usually) titles. Formal rules specify the duties of the officeholders. Personalistic distinctions are usually discouraged by the rules. Moral Stress 1. The tension an individual experiences when he or she recognizes the moral issues in a decision or action but is uncertain how to act on them in his or her company culture. 2. Moral stress is the tension that an individual faces experiences when he or she recognizes the moral issues in a decision or action but it is difficult that how to act in his or her company culture. 3. The tension that an individual feels when deciding to take decision on moral issue but it is difficult to react in the company culture. Glass Ceiling 1. Glass ceiling is the invisible barrier between middle and top management positions that is said to exist for women and other minorities. 2. Glass Ceiling is the Barrier that is said to exist for women and minorities members execu in the organization. 3. Glass Ceiling is the invisible barrier that create gap between middle and top management position.

Discrimination-and-Fairness Culture
1. This type of organizational culture is based on the assumption that people are basically all the same and that awareness of differences should be minimized. 2. This type of culture is generally to recruit diverse staff and board members, and to ensure that everyone is treated the same way. 3. Discrimination and fairness culture is based on assumption that all people are equal with regard to race, sex, and nationality.

Access-and-Legitimacy Culture

1. This type of organizational culture moves closer toward inclusiveness. Individuals of color are hired and valued because of the contributions they can make in understanding and relating to constituents of color. 2. This type of organizational culture is that the organization values the differences of people from different racial/ethnic/cultural backgrounds. However, differentiation can go too far when individuals of color are valued only for their ability to work within and among communities of color. 3. In this type of culture people are differentiated on the basis of ability to work with in the organization not on the basis of race sex and nationality.

Constructive Culture
1. Constructive Cultures, in which members are encouraged to interact with people and approach tasks in ways that help them, meet their higher-order satisfaction needs. 2. Members are encouraged to interact with peoples to meet the higher order satisfaction need in this type of culture. 3. Constructive culture is a culture in which members are encouraged to interact with peoples to meet the higher order satisfaction need in this type of culture. Traditionalism 1. Traditionalism refers to Views culture through objective things such as stories, rituals, and symbols. 2. Traditionalism may refer to the systematic emphasis on the value of Tradition. 3. Traditionalism can be defined as the traditions such as stories, rituals, and symbols.

Values Integration
Consistently reinforcing standards in company communication mediums. 2. Values are clearly defined Company practices, systems, and processes are carefully aligned with values. 3. Values are consistently communicated.
1.

Connecting Diversity to Work Perspectives 1. In this type of organizational culture, people of color are treated with respect, their
individual skills and talents are valued and utilized, and their perspectives and assets are incorporated into the fabric of the organization rather than being isolated. Instead of viewing people of color only as connectors to particular constituencies. 2. In this organizational culture values integrates their cultural perspectives and work into the entirety of the organization. 3. In this type of organization culture than individual, talent and skills are utilized in a perfect way to achieve a company goal.

Collegiate
There is a dual structure of administrative and academic management which results in parallel committee structures which can act as a black hole for decision making. 2. Unclear reporting lines and poor coordination, strong local cultures, agendas and identifiers. 3. Academic status is perceived as higher than support or administrative functions.
1.

Surface Level
1. The physical environment and the symbols, language, and visible products created by the organization. 2. The products which are visible, symbols and language which present is the company physical environment. 3. Surface Level: Inclusive organizations create physical environments that are welcoming to people of all racial and ethnic backgrounds; they use inclusive language; and their written materials use inclusive images and language that speak to people from all racial and ethnic backgrounds.

Diversity

1.

A variety of demographic, cultural, and personal differences among an organization's employees and customers. 2. Diversity generally refers to the variety of demographic feature working together in an organization. 3. The concept of diversity encompasses acceptance and respect. It means understanding that each individual is unique, and recognizing our individual differences.

Affirmative Action
1. A Purposeful steps taken by an organization to create employment opportunities for minorities and women. 2. An affirmative action that requires an extra effort to hire and promote those in a protected group. 3. An affirmative action taken by an organization to create employment opportunities for minorities and women.

Racial and ethnic discrimination


1. Giving preference on one race to other race on the basis of their cast and creed. 2. Treating people differently because of their race or ethnicity.

3. Racism manifests in hatred and fear of people of different ethnicity, and in overt or covert attempts to keep them in subordinate (lessimportant and less powerful) positions.

Surface Level Diversity:


1. Surface level diversity typically includes age, gender, ethnicity, functional background, and organizational tenure. 2. This refers to diversity regarding observable attributes such as race, ethnicity, sex, and age. 3. Surface level diversity typically includes observable attributes such as race, ethnicity, sex, and age in the organization.

Deep Level Diversity


1. This refers to diversity with respect to attributes that are less easy to observe initially, but that can be inferred after more direct experience. Time appears to increase the negative effects of deep-level diversity on team functioning and effectiveness. 2. Differences such as personality and attitudes that are communicated through verbal and non-verbal behaviors and are learned only through extended interaction with others. 3. Deep Level Diversity with respect to attributes that are less easy to observe initially, but that can be inferred after more direct experience. Time appears to increase the negative effects of deep-level diversity on team functioning and effectiveness.

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Books References
1. Stephen, Robbins.P, & Timoty. A. Family mediation: Organizational Behavior 13th Edition. Pearson Education. 2. Singh. Kavita. The careful writer: Organizational behavior & Text cases: Pearson Education. 3. Andre. Rae. The careful writer: Organization Behavior an Introduction to your life in the Organization: Pearson Education.

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