INDEX

 INSTUTIONALIZATION: A FORERUNNER OF CULTURE

 WHAT IS ORGANIZATIONAL CULTURE?
 WHAT CULTURES DO?
 CREATING AND SUSTAINING CULTURE
 HOW EMPLOYEES LEARN CULTURE
 CREATING AN ETHICAL ORGANIZATIONAL CULTURE
 CREATING A POSITIVE ORGANIZATIONAL CULTURE
 SPIRITUALITY AND ORGANIZATIONAL CULTURE
 GLOBAL IMPLICATIONS
 SUMMARY AND IMPLICATIONS FOR MANAGERS
Distribution of work
Gaurav soni
INSTUTIONALIZATION: A FORERUNNER OF CULTURE
WHAT IS ORGANIZATIONAL CULTURE?
WHAT CULTURES DO?
Pushpandra sing
CREATING AND SUSTAINING CULTURE
HOW EMPLOYEES LEARN CULTURE
Deepak barjatya
CREATING AN ETHICAL ORGANIZATIONAL CULTURE
CREATING A POSITIVE ORGANIZATIONAL CULTURE
Ravi kumar audichya
SPIRITUALITY AND ORGANIZATIONAL CULTURE
GLOBAL IMPLICATIONS
SUMMARY AND IMPLICATIONS FOR MANAGERS
P

VISION

MISSION

GOALS & OBJECTIVE

STRATEGIS

STRUCTURE

CULTURE

BEHAVIOUR

PERFORMANCE
 INSTITUTIONALIZATION: A
FORERUNNER OF CULTURE
 A CONDITION THAT OCCURE WHEN AN
ORGANIZATION TAKES OWN A LIFE OF
ITS OWN, APART FROM ANY OF ITS
MEMBERS , AND ACQUIRES
IMMORTALITY .
 INSTITUTIONALIZATION OPERATES TO
PRODUCE COMMON
UNDERSTANDINGS AMONG MEMBERS
ABOUT WHAT IS APPROPRIATE AND ,
FUNDAMENTALLY , MEANINGFUL
BEHAVIOURE.
• WHEN AN ORGANISATION BECOME
INSTITUTIONLIZED, IT BECOMES VALUED
FOR ITSELF, NOT MERELY FOR THE GOODS
OR SERVICES IT PRODUSES. IT ACQUIRES
IMMORTALITY IF ITS OREGIONAL GOALS
ARE NO LONGER RELEVANT, IT DOESN’T
GO OUT OF BUSINESS.RATHER, IT
REDEFINES ITSELF.
 WHAT IS ORGANIZATIONAL
CULTURE
Organizational culture is a
communicatively constructed,
historically based system of
assumptions, values, and interpretive
frameworks that guide and constrain
organizational members as they perform
their organizational roles and confront
the challenges of their environment.
 DEFINITION
ORGANIGATIONAL CULTURE :A SYSTEM
OF SHARED MEANING HELD BY
MEMBERS THAT DISTINGUISHES THE
ORGANEZATION FROM OTHER
ORGANEZATIONS.
THIS SYSTEM OF
SHARED MEANING IS,ON CLOSER
EXAMINATION,A SET OF KEY
CHARACTERISTICS THAT THE
ORGANIZATION VALUES.
 CHARACTERISTICS OF
ORGANIZATION’S CULTURE
1. INNOVATION AND RISKTAKING.
2. ATTENTION TO DETAIL.
3. OUTCOME ORIENTATION.
4. PEOPLE ORIENTATION.
5. TEAM ORIENTATION.
6. AGGRASIVENESS.
7. STABILITY.
Culture is a discriptive term
Organizational culture is with how
employees perceive the characteristics of
an organization’s culture, not with whether
they like them. That is descriptive term .
This is importantbecause it differentiates
this concept from job satisfaction.
Job satisfaction seeks
measure affective responses to work
environment. It’s concerned with how
employees feel about the organization’s
expectations, reward practices and the like.
•Do organization have uniform
culture
1.Dominant culture – It expresses the core values
that are shared by majority of the organization’s members .
2.Subculture - In large organizations to reflect
common problems, situations ,or experiences that members
.
face
3. Core values
•Strong versus weak culture
•Culture versus formalization
Cont.
4.Strong versus weak culture :
In a strong culture, will have a great influence on the behavior of its members because the high degree of sharedness and
intensity creates an internal climate of high behavioral control.
It is directly related to reduce turnover.
Culture versus formalization:
A strong organizational culture
increases behavioral consistency. In
this sense, we should recognize that a
strong culture can act as a substitute
for formalization.
High formalization in an
organization creates predictability,
orderliness and consistency. A strong
culture also achieves the same end
without the need for written
documentation.
WHAT DO CULTURE DO
•Culture function’s
•Culture as a liability
•Barriers to change
•Barriers to diversity
•Barriers to acquisitions and
mergers
Culture function’s
1.It has a boundary- defining role ; that is, it
creates distinctions between one organization
and others.
2.It conveys a sense of identity for organization
members.
3.Culture facilitates the generation of
commitment to something larger then one’s
individual self-interest.
4.It enhances the stability of the social system.
 Culture as a liability
culture enhances organizational
commitment and increases the
consistency of employee
behavior. In point of view of
employee’s culture is valuable
because it reduces ambiguity .
it tells employees how things
are done and what’s important.
Barriers to change
When an environment is
undergoing rapid change , an
organization’s entrenched
culture may no longer be
appropriate. So consistency of
behavior is an asset to an
organization when it faces a
stable environment.
Barriers to diversity
Hiring new employees who, because of race,
age ,gender, disability, or other differences, are
not like the majority of the organization’s
members creates a paradox. Management
wants new employees to accept the
organization’s core cultural values. Strong
cultures put pressure on employees to conform
They limit the range of values and styles that
are acceptable.
Barriers to acquisitions and
mergers
The key factors that management looked at in
making acquisition or merger decisions were related
to financial advantages or product synergy. In recent
years, cultural compatibility has become the primary
concern. While a favorable financial statement or
product line may be the initial attraction of any
acquisition candidate , whether the acquisition
actually works seems to have more to do with how
well the two organization’s culture match up.
CREATING AND SUSTAINING CULTURE
 HOW A CULTURE BEGAIN:- An
organization’s current customs, traditions and
general way of doing thing are largely due to
what it has done before & the degree of
success it has had those endeavors.
 The founders of an organization traditionally
have a major impact on that organization’s
early culture.
 KEEPING A CULTURE ALIVE
 Once a culture is in place, there are practice with in
the organization that act to maintain it by giving
employees a set of similar experiences.
 Reward those who support culture, and penalize
those who challenge it.
 Three forces play a particularly important role in
sustaining a culture.
 SELECTION
 Select those people who have the knowledge,
skill, ability to perform the job within the
organizations.
 TOP MANAGEMENT
 The action of top management also a major

impact on the organization’s culture.

 SOCIALIZATIONS
 Thisis a process that adapts employees to the
organization’s culture.

 New employees are not fully indoctrinated in the

organization’s culture.

 Theorganizations will want to help new employees

adapts its culture.
 PREARRIVAL STAGE
 The period of learning in the socialization
process that occurs before a new employee join
the organization.
How Organization Cultures Form
 CULTURALLY CONSISTENT
REWARRD
 Rewardsystem strengthen corporate culture
when they are consistent with culture value.

PREARRIVAL STAGE
 The period of learning in the socialization
process that occurs before a new employee join
the organization.
 HOW EMPLOYEE LEARN CULTURE
 These four part are important to learn a
organization’s culture;
1. Stories
2. Rituals
3. Material
4. Language
 STORIES
 The stories of good personality always helpful
for the employee.

 RIYUALS:-
 Rituals are every organizational practices that
are repeated routinely.
 They help achieve desired behavior from
employees.
 MATERIAL SYMBOLS
 These material convey to employee who is
important the degree of egalitarianism desired by
top management and kind of behavior (risk
taking, social ) that are appropriate.

LANGUAGE
 Many organization and units with in
organization use language as a way of identify
members of a culture .
 Ethical Organizational Culture
 A strong organizational culture will exert more influence on a
strong employee than a weak one. If the culture is strong and
support high ethical standards, it should have a very powerful
and positive influence on employee behavior.
 For example, Johnson & Johnson has a strong culture that has
long stressed corporate obligation to customers, employees, the
community and shareholders, in that order.
 When poison Tylenol was found on store shelves, employees at
J&J across the united states independently pulled the product
from these stores before management had even issued a
statement. No one had to tell these individuals what was morally
right.
 Be a visible role model
employees will look to the behavior of top
management as a benchmark for defining
appropriate behavior.
when senior management is seen as taking the
ethical high road, it provides a positive
message for all employees.
 Communicate ethical expectations
ethical ambiguities can be minimized by
creating and disseminating an organizational
code of ethics. it should state the organization
primary values and the ethical rules that
employees are expected to follow.
 Provide ethical training
set up seminars, workshops and similar ethical
training programs. Use this training sessions to
reinforce the organizations standards of
conduct, to clarify what practices are and are
not permissible, and to address possible ethical
dilemmas.
Visibly rewards ethical acts and punish
unethical ones
performance appraisals of managers should
include a point-by-point evaluation of how his
and her decisions measure up against the
organizations code of ethics. People who act
ethically should be visibly rewarded for their
behavior. Just as importantly, unethical acts
should be conspicuously punished.
 Provide protective mechanisms
the organization need to provide formal
mechanisms so that employees can discuss
ethical dilemmas and report unethical behavior
without fear of reprimand. This might include
creation of ethical counselors, ombudsmen, or
ethical officers.
 Positive organizational culture
 A culture that emphasizes building on
employee strengths, rewards more than it
punishes, and emphasizes individual
vitality and growth.
 Creating a Positive Organizational Culture

 Building on employees strengths:- It is very

important for an organization to build strength
among its employees.
 Rewarding more than punishing:- An
organization rather than punishing must reward
its employees more.
 Emphasizing vitality and growth:- The main
purpose of any organizational culture is the
growth of the business.
 Limits of Positive Culture
 Not all cultures value being positive as much as U.S
culture does, and even within U.S culture there surely are
limits to how far we should go to preserve a positive
culture.
 Promoting a social orthodoxy of positiveness focuses on a
particular constellation of desirable states and traits. But in
so doing can stigmatize those who fail to feel the template.
 So there may be benefits of establishing a positive culture
but organization also needs to be careful to be objective
and not pursue its past point of effectiveness
 Spirituality and Organizational
culture

What is spirituality ? Workplace

spirituality recognizes that people have an
inner life that nourishes and is nourished by
meaningful work that takes place in the
context of community.
 Characteristics of Spiritual
Organization

 Strong sense of purpose:- Spiritual organizations

build their cultures around the meaningful purpose.
Although profits may be important they are not the
preliminary value of the organizations.

 Trust and respect:- Spiritual organizations are

characterized by mutual trust honesty and openness.
Managers are not afraid to admit mistakes. The
president of Wetherill Associates, a highly successful
auto parts distribution firm.
 Humanistic work practices:- These practices embraced
by spiritual organizations that include flexible work
schedules, group and organizational based rewards,
narrowing of pay and status differentials.
 Toleration of employee expression:- The final
characteristics that differentiates spiritually based
organizations is that they don’t stifle employees
emotions. They allow people to be themselves to express
their moods and feelings without guilt for fear of
reprimand.
 Criticisms of Spirituality
 FIRST; Scientific foundation: What really
is workplace Spirituality? Is it just a new
management buzzword?
 SECOND; Are spiritual organizations
legitimate? Do organization have the right
to impose spiritual values on their
employees?
 THIRD; Question of economics: Are
spirituality and profits compatible?
 Global Implications
 Culture and nation:- Organizational cultures are so
powerful that they often transcend national
boundaries but that does not mean that minimizations
should, or could be blissfully ignored of local culture.
 Attitude and behavior:- In individualistic countries,
it is culturally acceptable to speak ones mind and
express disagreements. For a person coming from a
collectivistic culture, such expressions would be
perceived as discourteous, and even aggressive.
 Social institution:- Countries differ considerable in the
kind of social institutions they have for e.g. the way their
education system’s functions, the way the financial system
works and the structures of governance which have a
direct impact on how business is conducted in that country.
 Public policy and legal framework:- Government
policies and legal system of framework of different
countries also reflect the cultural values of the country.
 Societal cultural values:- The board cultural values of
society have the most pervasive on the business culture
and practices in a country.
 SUMMARY & IMPLICATIONS FOR
MANAGERS

 As a manager one can shape the culture of

work environment. That is particularly the case
with some of the cultural aspects.
 So all managers can contribute their parts to
create an ethical culture and spirituality and a
positive organizational culture.
 So an employee’s performance depends to a
considerable degree on knowing what he
should do or should not do.
 Bibliography
 STEPHEN P. ROBBINS
 TIMOTHY A. JUDGE
 SEEMA SANGHI
 13TH EDITION OF ORGANIZATIONAL
BEHAVIOR
 WWW.SLIDEWORD.COM
 WWW.WIKIPEDIA.COM
 K.ASWATHAPA
Thank you