ORGANIZATIONAL CULTURE

INTRODUCTION
Shared strong work assumptions and norms that facilitate the peak performance of employees and organization.
FEATURES

Powerful and intangible ingredient It makes an organization competitive, world class and innovative. Difficulty of managing culture is due to its intangibility.

INTRODUCTION
A system of shared meaning within an organization that determines, in large degree, how employees act.
CULTURE IS A PERCEPTION CULTURE IS SHARING CULTURE IS DESCRIPTIVE TERM

INTRODUCTION

Thinking, feeling, perceiving and behavior of the people is influenced by the culture they live in.

Seniors transferred culture to their successors and monitor them to adopt.

Culture is achieved through means of creating: a) Values c) customs e) traditions g) norms i) stories b) morals d) assumptions f) ideologies h) legends

MISCONCEPTIONS OF CULTURE
a) b) c) d) e) Organizational climate Organizational change. Antecedents and outcomes of culture Values and norms of individuals Personal preferences

DIMENSIONS THAT CAPTURE THE ESSENCE OF AN ORGANIZATIONAL CULTURE a) b) c) d) e) f) g) Outcome orientation People orientation Team orientation Aggressiveness Stability innovation and Risk taking Attention to detail

Appraising an organization on these seven dimensions gives a composite picture of the organizations culture. In may organizations, one of these cultural dimensions often rises above the others and essentially shapes the organizations personality and the way organizational members do their work.

SIGNIFICANCE OF ORGANIZATIONAL CULTURE

Work environment Optimization of resources Interdisciplinary effectiveness Job satisfaction Effective decision making innovativeness Employees commitment and organizational citizenship behavior Performance maximization.

SCHEINS THREE LEVELS OF CULTURE The management guru Edgar Schein classified culture into three levels: Artifacts Values Underlying assumptions

HOW EMPLOYEES LEARN CULTURE

Culture may be transferred to employees in number of ways. Some are being listed as under:

Stories Rituals Material Symbols Language

STRONG VERSUS WEAK CULTURE

Whether an organizations culture is strong, weak, or somewhere in between depends on factors such as the size of the organization, how long it has been around, how much turnover thee has been among employees, and the intensity with which the culture was originated. Some organizations do not make clear. What is important and what is not; this lack of clarity is a characteristic of weak cultures. One study of organizational culture found that employees in organizations with strong cultures were more committed to their organization that were employees in organizations with weak cultures.

SOURCE OF CULTUR
An organization's current customs, traditions, and general way of doing things are largely due to what it has done before and the degree of success it has had with those endeavors. The original source of an organizations culture usually reflects the vision or mission of the organizations founders. Because the founders had the original idea, they also may have biases on how to carry out the idea. Their focus might be on aggressiveness or it might be on treating employees as family. The founders establish the early culture by projecting an image of what the organization should be.

THANK YOU
Past is to learn not to worship