Organization Culture

Innovation and risk taking

Attention to details
Outcome Oriented
People Orientation
Team Orientation
Aggressiveness
Stability

Characteristics

1. Innovation and risk talking

2. Attention to details

3.Outcome Oriented

4.People Orientation

5. Team Orientation

6. Aggressiveness

7. Stability

8. Culture Combination

9. Strong

10. Moderate

11. Weak

Culture
Combination

Strong

Moderate

Weak

Values and beliefs

Followed by all members
Organizational Culture may be implicit or
explicit
Organizational culture is dynamic in nature
Communication of orgnisational culture
Integration and coordination of individual
action with group
Cultural difference

BASE

Organizational Climate

Composition

Is consists of work
environment and atmosphere
of organization in which the
employees perform their jobs

Relation

Culture

The culture of organization

is a social phenomenon
which binds the employees
together through shared
values, beliefs and other
practices.
The Climate is more related to The culture is based on the
psychology which deals with
Study of Anthropology and
human behavior.
Sociology which deals with
people in social systems and
the effect of culture on these
systems.

BASE

Organizational Climate

Culture

Nature

Organizational climate is
basically concerned with
present environment and
current work situations in
the organisations

Organisational culture is
historical in nature. It is
developed and discovered
over an long period of time

Change

To improve working behaviour

of the employees it is easy to
change climate organisation
because it represents current
situations.

Organisational culture is an
output of historical
developments in the
oranisation. It can not be
manipulated or changed
easily.

Specialisation

1. Academy

2. Clubs

Entrepreneurship based

3. Base ball Team

4. Fortress

Ouchi Framework: William G. Ouchi has

analysed culture of limited number of
firms. These firms have been grouped
up as under:

(a) Typical U.S. Firms

(b)Typical Japanese Firms

(c) Type Z.U.S. Firms

Cultural

Typical
Japanese firms

Type Z U.S.
Firms

Typical U.S.
Firms

2. Evaluation

Slow and
qualitative

Slow and qualitative

Fast and qualitative

3.Careers

Broad scope

Moderate

Narrow

4.Control

Implicit and
informal

Implicit and Formal

Explicit and formal

5.Decision Making

Group decision
making

Group decision
making

Individual decision
making

6. Responsibility

Collective

Individual

Individual

7.Concern for
people

Care for aspects of

personal life such
as needs
,expectation, value
system,
Encourage them to

Care for aspects of

Individual life such
as needs
,expectation, value
system, etc.,

Concentrate more
on work and work
situations for
improving
performance

1. Commitment to
employees

Lift time
Employment

Long term
employment

Short term
employment

Bias for actions

Stay close to customers
Autonomy and entrepreneurship
Protective through people
Hands on management
Stick to knitting
Simple form and lean staff
Simultaneously loose and tight organisation.

Management

Functions Culture A

Culture B

1. Planning

Goals are determined in a

autocratic manner.
Decision making is
centralized.

Goals are determined

through participation.
Decision making is
participative and
decentralized.
Authority is
decentralized. Authority
is widely defined.

2. Organizing Authority is centralized.

Authority is narrowly
defined.
3. Staffing

People are selected on the

basis of friendship.
Training is given on
specific areas to ensure
specialisation. Less

People are selected on

the basis of
performance. Training
is provided in many
functional areas. More

Management Functions Culture A

4. Directing
Top down communication
Directive leadership
5. Controlling Control is exercised
through formal rules,
standards. Close
supervision and control is
exercised

Culture B
Communication is top
down bottom up
Horizontal and diagonal.
Participative leadership
Control is through
organisational culture.
It is social in nature,
self-control is exercised.

Developing Strategic Values

Establishing cultural values

Developing vision for future image of

organization

Making implementation programmes

Re-inforcing and sustaining culture

To develop and understand

organizational culture
To teach cultural values of
employees
To reinforce and sustain
orgnisation culture
To change organisation culture

Prerrival stage

Encounter stage

Metamorphosis stage

Personal policies

Socialisation

Top level management