Organizational Culture

Organizational culture defined..

System of shared beliefs and attitudes that develop

within an organization and guides the behavior of its

members.
Manifestations of culture
Norms (dress, behavior, performance), values and

unwritten rules of conduct of an organization as

well as management styles, priorities, beliefs and
interpersonal behaviour that prevail.
Culture can be inferred from what people say, do
and think within an organizational setting.

Levels of culture
Culture exists in three levels
Artifacts
Espoused
values
Basic
underlying
assumptions

Unconscious taken
for granted beliefs,
perceptions,
thoughts and
feelings

Strategies, goals,
philosophies

Visible
organizational
structures and
processes

Levels of culture defined

Artifacts- first level of culture. Artifacts include products,

services and even behaviour patterns of the members of an

organization.
It is defined as things that one sees, hears and feels when

one encounters a new group with an unfamiliar culture.

Espoused values- Second level of culture. Espoused

values are the reasons for what we do. Corporations have

values, such as making profits or quality product.
Basic assumptions- third level of culture. Beliefs that
members take for granted. Culture prescribes the right
way to do things at organization.

Why culture?
Identity to the organization
Source of stability and continuity
Interpretation of organizational activities
Stimulate enthusiasm

Characteristics of culture
Leaders influence- leaders value directs the firm.
Observed behavior regularities-common languages,

jargon, rituals
Norms
Dominant values
Philosophy
Rules
Organizational climate-Employee perception about
management practices

Creation of culture
Original source of culture reflects the vision and mission

of the organizations founders.

The values of the founders are instilled in all organization
members.
Developing culture
Founder has an idea for a new enterprise
Founders creation of a core group
Indoctrinate and socialize
Build a common history

Sustaining culture
Selection
Top management
Socialization- Process that adapts employees to the

organization culture
Encounter stage- knowing what the organization is really
like and confronts. Reaffirmation of their perceptions
regarding organization.
Metamorphosis stage-Employee changes and adjusts to
the job, work group and organization. It completes the
socialization process.

Learning the culture

Stories
Rituals and ceremonies
Material or cultural symbols
Organizational heroes
Language

Effective culture
Adaptability
Involvement
Clear mission
Consistency

Work Stress
Stress is defined as a dynamic condition in which an

individual

is

confronted

with

an

opportunity,

constraint or demand related to what he or she desires

and for which the outcome is perceived to be both
uncertain and important.

Causes

Stress Model

Environmental Stressors

Consequences
Physiological

Economic uncertainty

symptoms

Political uncertainty

Individual differences

Headaches

Technological uncertainty

Perception

High BP

Job experience

Heart disease

Organizational factors
Task demands
Role demands

Social Support
Belief in locus of control
Hostility

Depression

Organizational structure
Organizations life stage
Individual factors
Family problems
Economic problems
Personality

symptoms
Anxiety

Interpersonal demands
Organizational leadership

Psychological

Experienced stress

Reduced job
satisfaction
Behavioral
symptoms
Productivity
Absenteeism
Turnover

Stress management Techniques

Individual Approaches
Time management
Physical exercise
Relaxation training
Social Support

Organizational Approaches
Selection and placement
Goal setting
Job redesign
Participative decision making
Organizational communication
Wellness programs