Organizational

Culture.
Presented by:-
Ekta
Abhijeet Sarkar
&
Avishek Banerjee.
What is Organizational Culture?
 A number of year back, when American
Executive was asked the question, he
essentially gave the same answer that
Supreme court justice once gave in attempting
to define pornography :
“I can’t define it but I know it when I see it”.
Definition of Org. Culture
 It refers to a system of shared meaning held by
the members that distinguishes the
organization from other organization.
 In other words :- A common perception held
by the organization members ; a system of
shared meaning.
The most resent studies suggest that there are
seven primary characteristics that , in
aggregate , capture the essence of the
Organizational Culture.
Each of these characteristics exists on a
continuum from low to high.
Characteristics.
 Innovation & risk taking
 Attention to detail
 Outcome orientation
 People orientation
 Team orientation
 Aggressiveness
 stability
Defining the characteristics
 Innovation & risk  It means the degree
taking to which the
 Attention to detail employees are
 Outcome orientation encouraged to be
innovative and take
 People orientation
risk.
 Team orientation
 Aggressiveness
 stability
Cont….
 Innovation & risk  The extent to which
taking the employees are
 Attention to detail expected to exhibit
 Outcome orientation precision , analysis ,
and attention to detail.
 People orientation
 Team orientation
 Aggressiveness
 stability
Cont…
 Innovation & risk  The degree to which
taking
 Attention to detail
 Outcome orientation
 People orientation
 Team orientation
 Aggressiveness
 stability
the management
focuses on results or
outcomes rather than
on techniques and
processes used to
achieve the outcome.
Cont….
 Innovation & risk  The degree to which
taking management take
 Attention to detail into consideration the
 Outcome orientation effect of outcome of
people with in the
 People orientation organization
 Team orientation
 Aggressiveness
 stability
Cont…..
 Innovation & risk  The degree to which
taking the work activity are
 Attention to detail arranged around
 Outcome orientation team rather than
individual.
 People orientation
 Team orientation
 Aggressiveness
 stability
Cont…
 Innovation & risk  The degree to which
taking the people are
 Attention to detail aggressive and
 Outcome orientation competitive rather
than easy going.
 People orientation
 Team orientation
 Aggressiveness
 stability
Cont…….
 Innovation & risk  The degree to which
taking the organizational
 Attention to detail activities emphasize
 Outcome orientation maintaining the status
quo in contrast to
 People orientation growth.
 Team orientation
 Aggressiveness
 stability
Org. culture & Job satisfaction
 Org. culture is concerned how employee
perceives the culture of the company, not on
whether they like them or not. It is completely
differently from job satisfaction.
Org. culture & Job satisfaction
 Org. culture has  Job satisfaction seeks
sought to measure to measure effective
how employees see response to their job
their organization environment. So job
evolution is
evaluative.
Types of cultures in organization.

 Dominant culture
 Sub culture
 Strong culture
Cont…
 Dominant culture  It expresses the core
 Sub culture value that are shared
 Strong culture by the majority of
organization member.
Cont….
 Dominant culture  Sub culture tend to
 Sub culture develop in large
organization to reflect
 Strong culture
common problems, the
sub culture is likely to be
defined by the
department ,
designations, or
geographical separation.
Cont….
 Dominant culture  The org. core value are both
intensely held and widely
 Sub culture shared. The strong culture
 Strong culture have great influence on the
behavior of its members
because the high degree of
shared ness and intensity
creates an internal climate
of high behavioral control.
Functions of Organizational
Culture.
 It create distinction between one
organization and other.
 It conveys the sense of identity for
organizations member.
 It facilitates the generation of some thing
larger than one’s individual self-interest.
 Enhances the system stability.
conclusion
Finally it can be well said that
organizational culture serves as a control
mechanism that control , guides , and
shapes the attitude and behavior of the
employees.
Thank you