ORGANIZATIONAL CULTURE

Stephen P. Robbins
Presented by: Group - 8 Soham Joshi (97) Srinivasan Balan (98) Manoj Nolkha (99) Sudhir Kumar (101) Suhas Jambhale (102)

FLOW OF PRESENTATION
Institutionalization

Organizational

Culture Org. Culture vs. National Culture Functions of Org. Culture Culture as a Liability Types of Org. Culture The Socialization Process Creating & Sustaining Culture
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INSTITUTIONALIZATION: A FORERUNNER OF CULTURE

When an organization takes on a life of its own, apart from any of its members, becomes valued for itself, not merely for the goods or services it produces and acquires immortality.

WHAT IS ORGANIZATIONAL CULTURE?

I cant define it, but I know when I see it. A common perception held by the organizations members; a system of shared meaning
Characteristics: 1. Innovation and risk taking 2. Attention to detail 3. Outcome orientation 4. People orientation 5. Team orientation 6. Aggressiveness 7. Stability
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CONTRASTING ORGANIZATIONAL CULTURES

Aggressiveness Risk-taking Creativity

Innovation Fun

Customer Satisfaction Achievement

Ethics

Respect for individual

Continuous learning
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DO ORGANIZATIONS HAVE UNIFORM CULTURES?

Dominant Culture

Expresses the core values that are shared by a majority of the organizations members
It gives the organization a distinct personality

Subcultures

Minicultures within an organization, typically defined by department designations and geographical separation

Subcultures tend to develop in large organizations to reflect common problems, situations or experiences
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ORGANIZATIONAL CULTURE V/S NATIONAL CULTURE

National culture has a greater impact on employees than does their organizations culture Nationals selected to work for foreign companies may be atypical of the local/native population For eg. An American multinational corp. would be less likely concerned with hiring typical Indian for its Indian operations than in hiring an Indian who fits with the Corp.s way of doing things

FUNCTIONS OF CULTURE
Conveys the sense of identity for organization members

Defines boundary between one organization and others

Facilitates the generation of commitment to something larger than self-interest

FUNCTIONS OF CULTURE

Enhances the stability of the social system

Serves as a sense-making and control mechanism for employees

CULTURE AS A LIABILITY

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TYPES OF ORGANIZATION CULTURE

According

to Robert Quinn and Kim Cameron

The Clan Culture

The Hierarchical Culture

The Adhocracy Culture The Market Culture
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 Clan

Culture

A very friendly place to work where people share a lot of themselves. It is like an extended family.

The Hierarchy Culture

A very formalized structured place to work. Procedures govern what people do.
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 The Adhocracy Culture

A dynamic entrepreneurial, and creative place to work. People stick their necks out and take risks.

The Market Culture

A results oriented organization whose major concern is with getting the job done. People are competitive and goal-oriented.

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SOME MORE TYPES...

Researcher

Jeffrey Sonnenfeld identified

Academy Culture Baseball Team Culture

Club Culture
Fortress Culture
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 Academy

Culture

Employees are highly skilled and tend to stay in the organization The organization provides a stable environment where they develop and exercise their skills. Eg. universities, hospitals, large corporations, etc.
Baseball

Team Culture

Employees are "free agents" who have highly prized skills They are in high demand Culture exists in fast-paced, high-risk organizations, such 15 as investment banking, advertising, etc.

 Club

Culture

Employees should fit into the group Usually employees start at the bottom and stay with the organization The organization promotes from within and highly values seniority Eg. military, some law firms, etc.
Fortress

Culture

Employees don't know if they'll be laid off or not These organizations often undergo massive reorganization Many opportunities for those with timely, 16 specialized skills Eg. savings and loans, large car companies

CREATING ORGANIZATIONAL CULTURE

Company Founders Influence Experience with the Environment Contact with Others

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KEEPING A CULTURE ALIVE

Selection

Concern with how well the candidates will fit into the organization. Provides information to candidates about the organization. Senior executives help establish behavioral norms that are adopted by the organization.
The process that helps new employees adapt to the organizations culture.
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Top Management

Socialization

A SOCIALIZATION MODEL

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STAGES IN THE SOCIALIZATION PROCESS

Prearrival Stage

The period of learning in the socialization process that occurs before a new employee joins the organization. Encounter Stage
The stage in the socialization process in which a new employee sees what the organization is really like and confronts the possibility that expectations and reality may diverge. Metamorphosis Stage The stage in the socialization process in which a new employee changes and adjusts to the work, work group, and organization.
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PRE-ARRIVAL STAGE
Occurs prior to the first day on the job.

Entails new employee and organizational expectations about what it will be like.
Impression form during the application and interview process. Degree of initial match is anticipated. Impression form from previous experiences. Impressions based on type of recruitments.
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PRE-ARRIVAL STAGE
The counselor should explore the consumer before and after interview His / Her values, attitudes, and needs Expectations of job, duties / structure Reward and cost expectations Expectations about co-workers and supervisors Supervisors and co-workers expectations about him / her Disability / accommodation expectations

The more realistic and aligned the expectations, the easier the transition moving from outsider to insider
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ENCOUNTER STAGE
Starts the first day on the job Newcomer learn expectations both formally and informally May experience role ambiguity when expectations are unclear

Newcomer and organizational insiders uncover discrepancies between expectations and reality
Process of evaluation and negotiations occurs This stage continues until new employee either fits or leaves
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ENCOUNTER STAGE
The counselor should explore with the consumer while transitioning into the job Whether the expectations were on target Any discrepancies in expectations of his / her supervisors, co-workers, job organization, reward, disability, accommodations etc. Feelings about these discrepancies

Problem resolution in correcting discrepancies (consumer and employer)

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METAMORPHOSIS STAGE

The stage in the socialization process in which a new employee changes and adjusts to the work, work group, and organization.

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ENTRY SOCIALIZATION OPTIONS

Formal versus Informal Individual versus Collective Fixed versus Variable

Serial versus Random

Investiture versus Divestiture

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HOW ORGANIZATIONAL CULTURES FORM

Top Management Philosophy of organizations founders Selection criteria Organization culture

Socialization

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HOW EMPLOYEES LEARN CULTURE

Stories Ford II & Nike Rituals Walmart Gimme W,A,L, Squiggle, give me an MART Material Symbols Cubicles, Automobiles, etc Language KWIC , BOLD, SLO

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CREATING AN ETHICAL ORGANIZATION CULTURE

Be a visible role model Communicate ethical expectations Provide ethical training Visibly reward ethical acts and punish unethical ones Provide protective mechanisms

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CREATING A + ORGANIZATIONAL CULTURE

A culture that emphasizes building on employee strengths, rewards more than punishes, and emphasizes individual vitality and growth Building on Employee Strengths Rewarding more than punishing Emphasizing Vitality and Growth Limits of positive culture

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