CULTURE &

ORGNIZATION
Presented by;


Ø SUNEELA
Ø LUBNA
Ø HINA
Ø MUZAMIL
Ø SABA

Continue…

 Recently, psychologists have

invoked the concept of culture to
understand the natural and
regional differences ..
The world culture has been derived


from the Latin word cultura

stemming from colere, meaning "to
cultivate".
Continue…

 One of the first definitions of

culture was given over a
century ago by E. B. Taylor,
one of the founders of
anthropology in 1870,
defined culture as;
 “The complex whole which
include knowledge, beliefs,
art, morals, law, customs
and other capabilities and
habits acquired by man as a
member of society”.
Culture may be
understood as:
 The set of common understandings
expressed in language.
 Values, beliefs and expectations
that members come to share.
 A system for creating, sending,
storing and processing
information

Anthropologists

 Anthropologists most commonly

use the term "culture" to refer to
the universal human capacity to
classify codify and communicate
their experiences symbolically.
This capacity has long been
taken as a defining feature of
the humans.
Many observers have
shown that there are
cultural differences in:

 Self Perception
 Relationship with World
 Time Dimension
 Public and Private Space

 Key Components Of
 Culture


 Values
 Norms
 Institutions
 Artifacts are things, or aspects of material
culture.
Culture And Its
Nature
Ø it can be defining in two terms:
 Artifacts = material culture
 Practices and beliefs = adaptive
culture
It is the primary ways that affect the


way in which individual respond to

the environment.
There are two different
terms that define culture
 Information

Group of Individual
Component of
culture
 Language:
 Arts & Sciences:
 Thought:
 Spirituality:
 Social activity:
 Interaction:
All of the above collectively define


the meaning of Culture.

Four important
characteristics stressed by
cultural relativists:
 . Symbolic
Composition
 Systematic
Patterning
 Learned
Transmission
 Societal
Grounding
1.
1. Symbolic
Composition
 A symbol is simply understood
as an expression that stands
for or represents something
else, usually a real world
condition. The use of words in
a language provides the most
obvious example. Words stand
for perceived objective
entities and states. Words as
symbols, however, differ from
the objects they represent
and have special qualities,
which is why they are so
useful to us.
2. Systematic
Patterning

 Cultural elements as symbols

assume their meanings in
relationship to other symbols
within a broader context of a
meaning system. To interpret a
symbol, therefore,
anthropologists must investigate
the interrelatedness of elements
and the presence of unifying
principles that connect symbols
to form larger patterns and
cultural wholes.
3 .Learned
Transmission
 Culture traits and broader cultural
patterns inclusive of language,
technology, institutions, beliefs,
and values are transmitted
across generations and maintain
continuity through learning,
technically termed
enculturation.
4. Societal Grounding

 Culture is observable only in the

form of personal behavior but
can be abstracted from
individuals' actions and
attributed to the social groups to
which they belong. Accordingly,
anthropologists underemphasize
the importance of individual
responsibility and creativity and
focus on the common
denominator of collective
identity and symbols.
What is an
organization?
 The concept of an organization
 "...organization is a particular
pattern of structure, people, tasks
and techniques.. "
 Features of an organization
 Composed of individuals and
groups of individuals
Oriented towards achievement
of common goals
Differential functions
Intended rational coordination
Continuity through time

Contin…

 In other word it can be defined as;



 “Sequential or spatial (or both) form in

which a body of knowledge, data,
people, things, or other things, is
purposefully arranged”.

How an organization
perform an function?


 Inputs: people, skills,
knowledge, capital
 Conversion: manner of
using people and
technology that converts
input into output
 Output: finished product
produced that is used by
the environment
Continu…
Organizational
Theory



 Study of organizational
designs and organizational
structures, relationship of
organizations with their
external environment, and
the behavior of managers
and technocrats within
organizations. It suggests
ways in which an
organization can cope with
rapid change.
Organizational
structure
 Organizational structure - is the formal
system of task and reporting
relationships that controls, coordinates,
and motivates employees so that they
cooperate to achieve an organization's
goals.
 Structure affect:
 Behavior
 Motivation
 Performance
 Teamwork and cooperation
 Intergroup and Interdepartmental
relationships

Organization design

 Organization design is the process

of aligning an organization's
structure with its mission. This
means looking at the complex
relationship between tasks,
workflow, responsibility and
authority, and making sure these
all support the objectives of the
business.

Continue…..

 Good organizational design helps

communications, productivity,
and innovation. It creates an
environment where people can
work effectively.


 Many productivity and performance

issues can be traced back to
poor organization design

Consequences of
poor organizational
design


 Decline of the organization

 Talented employees leave to take
positions in growing
organizations
 Resources become harder to
acquire
 Resulting crisis impels managers to
change organizational structure
and culture

Organizational
change
 “the process by which
organizations move from their
present state to some desired
future state to increase their
effectiveness is called
organization change”.

Importance of
Organizational Design
and Change



 Dealing with contingencies



 Gaining competitive
advantage
 The ability to outperform other
companies because of the
capacity to create more value
from resources

Organizational
Effectiveness
 Control: external resource approach
 Method evaluates how effectively an
organization manages and controls
its external environment
 Innovation: internal system approach
 Method allows managers to evaluate
how effectively an organization
functions and operates
 Efficiency: technical approach
 Method evaluates how efficiently an
organization converts a fixed
amount of resources into finished
goods and services

Organizational
Culture


 “The set of shared,

taken-for-granted
implicit assumptions
that a group holds
and that determines
how it perceives,
thinks about, and
reacts to its various
environments”
ORGANIZATIONAL
CULTURE
 Employees form an overall
subjective perception of the
organization based on such
factors as degree of risk
tolerance, team emphasis,
and support of people.
 This overall perception
becomes, in effect, the
organization’s culture or
personality. These favorable
or unfavorable perceptions
then affect employee
performance and satisfaction,
with the impact being greater
for stronger cultures.
Cont….
 Organizational culture, or
corporate culture, comprises the
attitudes, experiences, beliefs
and values of an organization.
 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 stakeholders
outside the organization”

Cont….

 It refers to a system of shared

meaning held by members
that distinguishes the
organization from other
organizations.
 Organizational values are 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.
Conti…..
 From organizational values
develop organizational
norms, guidelines or
expectations that prescribe
appropriate kinds of
behavior by employees in
particular situations and
control the behavior of
organizational members
towards one another.
Conti….

 It is basically used to refer to

a system of shared
meaning. In every
organization, there are
systems or patterns of
values, symbols, rituals
myths and practices that
have overload over time.
 These shared values
determine as to how the
managers see and how they
respond to their world.
Conti….
 For example, the president of any
company recognized the
constraining role that culture was
playing in his efforts to get his
managers to be less
authoritarian. He noted that
organization’s culture would have
to become more democratic if it
was going to succeed in the
marketplace.
 Senior management may try to
determine a corporate culture.
They may wish to impose
corporate values and standards of
behavior that specifically reflect
the objectives of the organization.
Characteristics of
Organizational
Culture
 Some researchers suggest
culture can be analyzed by
assessing how an
organization rates on ten
characteristics. They have
been identified as follows:
Conti….
 Individual Initiative
 The degree to of responsibility,
freedom and independence that
individual have.
 Innovation and Risk Taking
 The degree to which employees are
encouraged to be aggressive, innovative
and risk seeking.
 Direction
 The degree to which the
organization creates clear objectives
and performance expectations.
 Integration
 The degree to which units within
the organization are encouraged to
operate in a coordinated manner.
Conti…..
 Management Support
 The degree to which the
managers provide communication,
assistance, and support to their
subordinates.
 Control
 The number of rules and
regulation and the amount of
supervision that is used to averse and
control employee behavior.
 Identity
 The degree to which members
identity with the organization as a
whole rather than with their particular
work groups or field of professional
expertise.
Conti…..
 Reward System
 The degree to which reward
allocations are based on employee
performance citeria in contrast to
seniority, favoritism, and so on.
 Conflict Tolerance
 The degree to which employees
are encouraged to air conflicts and
criticism openly.
 Communication Pattern
 The degree to which
organizational communications are
restricted to the formal hierarchy
of authority.
 Elements of
Organization
al Culture
Conti….

 The Paradigm: What the

organization is about; what it does;
its mission; its values.
 Control System: 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.
 Organizational Structure:
Reporting lines, hierarchies, and
the way that work flows through the
business.
Conti….
 Power Structure: Who makes the
decisions, how widely spread is
power, and on what is power
based?
 Symbols: these include
organizational logos and
designs, but also extend to
symbols of power such as
parking spaces and executive
washrooms.
 Rituals and Routines:
Management meetings, board
reports and so on may become
more habitual than necessary.
 Stories and Myths: Build up
about people and events, and
convey a message about what is
valued within the organization.
Conti…..

 These elements may overlap.

Power structures may
depend on control systems,
which may exploit the very
rituals that generate stories
which may not be true.
Functions of
Culture


 Supports the organization’s

business strategy.
 Prescribes acceptable ways for
managers to interact with
external constituencies.
 Makes staffing decisions.
 Sets performance criteria.
 Guides the nature of acceptable
interpersonal relationships in the
company
 Selects appropriate management
styles.
Cross cultural Studies
on organizational
Culture
Organizational Culture and
Human Resource Management
Practices The Model of Culture
Fit
 The Model of Culture Fit means the sociocultural
environment affects the internal work culture, which in
turn influences human resource management practices.
Study tested by two independent cross-cultural studies
comparing Indian and Canadian managers and
employees.
 the "participant" technique was used in Study 1 (the
respondents indicated their own beliefs and
assumptions), and the "observant" technique was used
in Study 2 (the respondents indicated beliefs and
assumptions of the majority of individuals in society).
 In both studies, India scored higher than Canada on
paternalism, power distance, uncertainty avoidance,
loyalty toward community, reactivity, and futuristic
orientation. Indian employees reported having less
enriched jobs than did Canadian employees. Mediated
multiple regression analyses supported the Model of
Culture Fit. Results suggest that the paternalism, self-
reliance, and employee participation constructs merit
further exploration, as does participant methodology
 Zeynep Aycan (Koç University, Turkey) Rabindra N.
Kanungo (McGill University) Montreal, Canada Jai B.
P. Sinha (ASSERT Institute of Management Studies,
India)
The relationship between
managerial values and
managerial success in the
United States, Japan, India,
and Australia
 Investigated the relationships between
managerial values and managerial success for
a diverse sample of 878 American managers,
301 Australian managers, 500 Indian
managers, and 312 Japanese managers.
 Results show that value patterns were
significantly predictive of managerial success
and could be used as a basis for selection and
placement decisions. Results also indicate
that managers from the 4 countries were
rather similar in terms of the personal values
that were related to success. More successful
managers had pragmatic, dynamic, and
achievement-oriented values, while less
successful managers had more static and
passive values.


 England, George W.; Lee, Raymond, Journal of

Applied Psychology. Vol 59(4), Aug 1974,
411-419. doi: 10.1037/h0037320
Types of
Organizational
Culture
 There are four pure types of
organizational culture:
1. Bureaucratic culture
2. Clan culture
3. Entrepreneurial culture
4. Market culture
 Bureaucratic culture
 An organization that values formality, rules,
standard operating procedures, and their
hierarchical coordination has s bureaucratic
culture.

 Managers view their roles as being

 Good coordinators,
 Organizers and
 Enforcers of written roles and standards.


Task, responsibilities and authority for all



employees are clearly defined.

Research on B.C

 Motivation to manage in Hong Kong (Bahman P.

Ebrahimi)
 Examined the construct validity of the Miner
Sentence Completion Scale form Hierarchic.
 Managerial motivation or motivation to manage is
to be major cause of managerial effectiveness
and success in large bureaucratic organizations
in the USA.
 Data collection from a sample of Hong Kong
business students.
 It had been find out that preference for
managerial jobs and employment with a large
company positively correlated with levels of
motivation to manage.

 Clan culture
Tradition,
 loyalty, personal commitment,
extensive socialization, teamwork, self
management, and social influences are
attributes of a clan culture.
 Members shares the feelings of pride in
membership.
 It might mirror the foundation’s values of
inclusion and humility at every level.
 It generates the feelings of personal ownership
of business, product, or an idea.
 In addition, peer pressure to adhere to
important norms is strong.
Research

 Zeynep Aycan, Rabindra N. Kanungo &Jai B. P. Sinha

had conducted the research on “Organizational Culture
and Human Resource Management Practices The Model
of Culture Fit”.
 Two independent cross-cultural studies comparing Indian
and Canadian managers and employees.
 Study 1 (the respondents indicated their own beliefs and
assumptions),
 Study 2 (the respondents indicated beliefs and
assumptions of the majority of individuals in society).
 In both studies, India scored higher than Canada on
paternalism, power distance, and uncertainty
avoidance, loyalty toward community, reactivity, and
futuristic orientation.
Entrepreneurial Culture

 High levels of risk taking,

dynamism, and creativity
characterize an
entrepreneurial culture.
There is a commitment to
experimentation,
innovation, and being on
the leading edge.
 Providing new and unique
products and rapid
growth.
Research

 Wing S. Chow , Vivienne W.M. Luk had

Examines the managerial attitude of
women managers in China and Hong
Kong.
 Measures particularly their preference of
managerial practices and identifies the
key job motivators, vital management
skills, and reasons for job promotion.
 Data were collected by a questionnaire
survey method.
 Managers in China are not as mature as
those in Hong Kong.
 Hong Kong managers concentrate on
planning and Chinese managers
concentrate on directing.
Market culture

 The achievement of measurable

and demanding goals, especially
those that are financial and
market-based characterize a
market culture.
 In a market culture, the
relationship between individual
and organization is contractual.
that is, the obligation of each
party are agreed upon in
advance.
 In this superiors' interactions with
subordinates largely consist of
negotiating performance-reward
agreement or evaluating
requests for resources
allocations.
Strong vs. Weak
Cultures
Benefits of Strong
Corporate Cultures
Conti…..
 Culture is the social glue that helps hold
the organization together. It enhances
social system stability.
 It conveys a sense of identity for
organization members.
 Culture serves as a sense-making and
control mechanism that guides and
shapes the attitudes and behavior of
employees. This last function is of
particular interest to us:
 • Culture by definition is elusive,
intangible, implicit, and taken for
granted.
 • Every organization develops a core
set of assumptions, understandings, and
implicit rules that govern day-to-day
behavior in the workplace.
Organizational
Culture Evolution 
Insights on
Evolving Corporate
Culture
 Culture
Maintenance
Once an organizational culture has evolved to a
higher level, the challenge lies in maintaining
it. To continuously develop a
organization's people as well as new staff, there
are practices within the organization that act to
maintain it by giving employees a similar set of
experiences.
Three forces
Three stages of
socialization



Organizational
Culture and change:
 Formulate a clear strategic vision.
 In order to make a cultural change effective a
clear vision of the firm’s new strategy,
shared values and behaviors in needed.
This vision provides the intention and
direction for the culture change.
 Display top-management commitment.
 It is very important to keep in mind that
culture change must be managed from
the top of the organization, as
willingness to change of the senior
management is an important indicator
 Model culture change at the highest level
 In order to show that the management team is
in favor of the change, the change has
to be notable at first at this level. The
behavior of the management needs to
symbolize the kinds of values and
behaviors that should be realized in the
rest of the company.
Continue……
 Modify the organization to support
organizational change
 The forth step is to modify the organization to support
organizational change.
 Select and socialize newcomers and terminate
deviants
 A way to implement a culture is to connect it to
organizational membership, people can be
selected and terminate in term of their fit with
the new culture.
 Develop ethical and legal sensitivity
 Changes in culture can lead to tensions between
organizational and individual interests, which
can result in ethical and legal problems for
practitioners. This is particularly relevant for
changes in employee integrity, control, equitable
treatment and job security.
Cont..
Conti..

 The Bottom Line: Developing an Effective

Organizational Culture
Conti..

 Strengthening organizational culture

Do Organizations
Have Uniform
Cultures?
 1. Individuals with different backgrounds or at
different levels in the organization will tend to
describe the organization’s culture in similar
terms.
 2. There can be subcultures. Most large
organizations have a dominant culture and
numerous sets of subcultures.
 3. A dominant culture expresses the core values
that are shared by a majority:
 • An organization’s culture is its dominant
culture.
 • This macro view of culture that gives an
organization its distinct personality.

Culture as a
Liability
 1. We are treating culture in a
nonjudgmental manner.
 2. Culture enhances organizational
commitment and increases the
consistency of employee
behavior, but there are
potentially dysfunctional aspects
of culture.
 3. Barrier to change:
 • Culture is a liability when the
shared values are not in
agreement with those that will
further the organization’s
effectiveness. This is most likely
to occur when an organization’s
environment is dynamic.
Conti..

 • This helps to explain the

challenges that executives at
companies like Mitsubishi,
General Motors, Eastman Kodak,
Kellogg, have had in recent
years in adapting to upheavals
in their environment.