Professional Documents
Culture Documents
1
2. Risk Tolerance: The degree to which
employees are encouraged to be aggressive
innovative, and risk seeking.
3. Direction: The degree to which the
organization creates clear objectives and
performance expectations.
4. Integration: The degree to which units
within the organization are encouraged to
operate in a coordinated manner.
5. Management Support: The degree to which
managers provide clear communication,
assistance and support to their
subordinates.
6. Control: The number of rules and
regulations, and the amount of direct
supervision that is used to oversee and
control employee behaviour.
7. Identity: The degree to which members’
identity with the organization as a ‘hole
rather than with their particular work
group or field of professional expertise.
8. Reward System: The degree to which
reward allocations are based on employee.
Performance criteria in contrast to
seniority, favoritism, and so on.
9. Conflict Tolerance: The degree to which
employees are encouraged to air conflicts
and criticisms openly.
2
10. Communication Patterns: The degree to
which organizational communications are
restricted to the formal hierarchy of
authority.
Organizational members tend to internalize cultural
practices and like to indoctrinate newcomers into
such mores. Some of these practices are so
thoroughly internalized that no one questions them –
they are taken for granted, that is, they get
institutionalized.
CULTURAL DIMENSIONS
3
channels. There is a great deal of
departmental loyalty and inter-
departmental’ animosity, a strong “We”
versus “they” perception. This sort of
culture resists change and innovation.
Contrast is the organic culture. Formal
hierarchies of authority, departmental
boundaries, formal rules and regulations, and
prescribed channels of communications are
frowned upon. There is great deal of emphasis
on task accomplishment, teamwork, and free
flow of communication- formal and informal. In
problem situations, the persons with expertise
within the staff, of the problems, threats, and
opportunities the organization is facing and
there is willingness and preparedness to take
appropriate roles to solve the problems. The
culture stresses flexibility, consultation, change
and innovation. CMC, A Central Government
organization, comes to one’s memory when one
describes organic culture.
4
what is good for the organization and he or she
always acts in its interests.
The participative culture is premised on the
notion that people are more committed to the
decisions that are participatively made than to
those which are imposed on them. Further,
group problem solving leads to better decisions
because several new points and information are
shared during discussions. Participative cultures
tend to emerge where most organizational
members are professionals or see themselves as
equals.
5
by its members. Such employees develop strong
loyalty to the organization.
One benefit of a strong culture is reduced
turnover and positive employee attitude. A
strong culture demonstrates high agreement
among members about what the organization
stands for. Such unanimity of purpose builds
cohesiveness and organizational commitment.
The opposite will happen when culture is weak.
The danger with strong organizational culture is
that it leads to “group think”, collective blinds
pots, and resistance to change and innovation.
6
HOW IS CULTUTRE CREATED?
7
on all organizational members. Because the
founders have the original idea, they also
typically have biases on how to get the idea
fulfilled. The organisation’s culture results
from the interaction between (1) the
founder’s biases and assumptions, and 2)
what the original members who the founders
initially employ learn subsequently from their
own experiences.
The late J.R.D. Tata typifies this type of
culture creation. His supportive – consultive
role, his belief on professionalism, and
assumption that only honesty and fair dealing
will pay have made the vast Tata empire what
it is today.
8
abilities, are available, final selection is
influenced by how well the candidate fits
into the organization. By identifying
candidates who can culturally match the
organizational culture, selection helps
sustain culture considerably.
2. TOP MANGEMENT: The actions of top
management also have a major impact on
the organization’s culture. Through what
they say and how they behave, senior
executives establish norms that filter down
through the organization as to whether risk
taking is desirable; how much freedom
managers should give their subordinates;
what is appropriate dress; what actions will
pay off in terms of pay raises – promotions,
and other rewards; and the like.
3. SOCIALISATION : No matter how good
job the organization does in hiring people,
new employees are not fully indoctrinated
in the organization’s culture. May be
because they are least familiar with the
organisation’s culture, new employees are
potentially most likely to disturb the beliefs
and customs that are in place. The
organization will, therefore, want to help
new employees adapt to its culture. This
adoption process is called socialization.
9
TOP MANAGEMENTS
CRITICAL INCIDENTS
ORGANISATION
SELECTION CRITERIA AL CULTURE
SOCIALISATION
ORGANISATIONS
FOUNDERS
10