0b Org Culture

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OrganizationalCulture

By,

Group - 09


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Culture

InRetail.

By,Arnab Gupta(09dr009)

Krishna Rajbongshi(09dr021)Prabin Mukherjee(09dr033)

Sanchayini Bera(09dr045)

Subhasish Rauth(09dr057)


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Wh at is OrganizationalCulture

A collective understanding, a shared and integrated set or perce ptions, memories, values and attit udes.Deter mine the ex pectations of behavior that are taught to new members.Everyone partici pates in culture, but culture generally

goes unnoticed. It is only when organizations atte mpt to implement new strategies or progra ms that go against cultural nor ms and values that they come face-to-face with culture.


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Creation of OrganizationalCulture.Beliefs and values of organizations.

Societal nor ms of fir ms native/host country.Pro blems of external ada ptation and survival.

Pro blems of internal integration


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Wh y Are t h e CultureImportant?

The success of human Services Organizations de pends on the relationshi p and interactions

between the service provider and the service reci pients.

These relationshi ps are central to the quality and outcome of services


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HOW EMPLOYEEES

LEARN CULTURE/HOW IS IT reinforced

STORIES RITUAL

LANGUAGE MATERIALSYMBOLS


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FUNCTION S

CONTROLLING

BEHAVIOUR

DEF INIG BOUN DR IES

CONV EYING

IDE NTITY

PR OMO TINGCOMMI TME NT

L I AB I L ITIE S

BLOCKING

MERGERS

INHI BITINGDIVERS ITY

INHI BITIINGCHANG E

BLOCK INGACQ UISITION S

OrganizationalCulture


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Culture Of VariousOrganization

OU TCOM E OR IE NTATION( BAU SCH & LOM B)

PEOPLE OR IE NTATION( SWA)

AG RESS IVN ESS (MI CR OSOFT)

FAMI LY- FR IE NDLY(SAS INSTITUE)


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HOW ORGANIZATIONAL CULTURE IS

FORMED

Ph il s p hyPh il s p hyo f t he o f t he

rga izati on srga n izati on sFounde rsFounde rs

TopTopManagement Management

SelectionSelection Or niz tion lOr niz tion lCultureCulture

SocializationSocialization


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Importing Culture FromExternal EnvironmentOrganizations ado pt ways from other

organizations with which they compete or coo perate.

Organizational mimicry- nor ms of one

organization ado pted in effort to emulate success.


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Culture DifferencesResearch on pace of life in vario us countries suggest that Westerners have fairly precise measures of time and a stronger concern for

pu nctuality thanmost other peo ple

Monochronic style individ uals foc us on one thing at a time; characteristic of USA

Polychronic style individ uals foc us onseveral things at one time; characteristics of Latin American countries


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Dimensions of OrganizationalCultureResearch has shown that countries differ

significantly in

Inter personal tr ustPower-distanceAvoidance of uncertainty

Individ ualism v. Collectivis mMasc ulinity v. Femininity


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T h e VariousT ypes Of CultureIn An

Organization


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Cl an C u l ture :An organizational culture which focuses on internal maintenance

with flexi bility, concerns to peo ple and sensitivity to customers.

Adhocracy C u l ture :An organization that focuses on external positioning with high degree of flexi bility and individ uality.

Hierarchy C u l ture :An organization that focuses on internal maintenance with a need for sta bility and control.

Market C u l ture :An organization that focuses on external positioning with a need for sta bility and control.


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Flexibility

Control

Internal External

Open Systems ModelOpen Systems Model ::

Rational Goal ModelRational Goal Model ::

Human Relations ModelHuman Relations Model ::

Internal Process ModelInternal Process Model ::

-- CreativityCreativity-- InventivenessInventiveness-- GrowthGrowth-- CompetivenessCompetiveness

-- Task focusTask focus-- Goal clarityGoal clarity-- EfficiencyEfficiency

-- Perfor mancePerfor mance

-- Teamwork Teamwork -- Partici pationPartici pation-- Supp ortivenessSupp ortiveness

-- CentralizationCentralization-- Ro utinization, for malizationRoutinization, for malization-- Sta bility, contin uity, order Sta bility, contin uity, order

-- Predicta ble perfor mance outco mesPredicta ble perfor mance outco mes

Matching Strategy :Matching Strategy :-- Defender Defender

-- Pros pector Pros pector -- Analyzer Analyzer

Goals : HR M Develo pment, MoraleGoals : HR M Develo pment, Morale

Cultural Values : (Consens ual)Cultural Values : (Consens ual)

Goals : Growth, Reso urce AcquisitionGoals : Growth, Reso urce Acquisition

Cultural Values : (Develo pm ental )Cultural Values : (Develo pm ental )

Matching Strategy :Matching Strategy :

--Pros pector Pros pector

Goals : Sta bility and ControlGoals : Sta bility and Control

Cultural Values : (Hierarchical )Cultural Values : (Hierarchical )

Matching Strategy :Matching Strategy :-- Defender Defender

Goals : Efficiency, Prod uctivityGoals : Efficiency, Prod uctivity

Cultural Values : (Rational )Cultural Values : (Rational )

Matching Strategy :Matching Strategy :-- Analyzer Analyzer


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Organizational Culture Of

Various Countries.


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East AsiaMeetings devoted to p leasantries; serving

tea, engaging in chitchatSeniors and e lders command respectC onscious ly use s low down techniques asbargaining p loys

Business cards shou ld be bi l ingua l


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Latin AmericaMen and women congregate into separate

groups at socia l functions.L

atin Americans stand in front of each otherduring conversations.L itt le concern about dead l ines.Machismo - expectation that

businessmen wi ll disp lay forcefu lness,se lf-confidence, leadership with f lourish.


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RussiaDo business with only highest ranking

officers.App ear stiff and dull.

Hard to draw up carriers due to barriers in commu nications.

Have no advertising ex perience.


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M iddle East

Prefer to work thro ugh tr usted third parties.

Personal hono ur given high premium.Emotionally Ex pressive.

Intense eye contact.


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dia-Pantaloons speaks about

t h ereculturePantaloons say that Passion for Retail is why we are here.They say :

Empower ment is what you acquire and Freedo m at Work is what you get.

Peo ple are valued as assets : Young in s pirit, advent urous in action, skilled & qu alified.

Desire to create path- breaking practicesHeld together by val uesMaking a difference to Customers lives is a Passion and

perfor mance


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Out of the Box thinking has beco me a way of life Leadershi p is a val ue that is followed by one and all and

living with the change, a ha bit.Leadershi p motivates the m to never sto p learning, stretching

to reach the nextChallenge, knowing that we will be rewarded along the way.Opp ortunity to handle multi ple res ponsi bilities,The groo ming to play a larger role in the f uture.Work is a unique mix of preserving our core Indian val ues

and

Providing customers with a service,We believe its a place where you can live your drea ms and

pu rsue a career that reflects your skills and passions.


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T h ere are few ot h er

t h ings wh ich effects anOrganizational Culture


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Artifacts/

SymbolsVisi ble actions, o bjects and stories that re presents the culture.

Rites, Rituals and Cere monies.

Stories, Myths and Legends.

Lang uage\ jargon\ gest ures.


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Beh

aviorPatternsShared ways of interacting

and a pp roaching a staff.

Shared ways of res ponding

to something new.


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Norms

Socially constr ucted preferences.

Group ex pectation of how things sho uld be done.


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Values

Preferred states

F ee l ings & be l iefs about whatsgood or right


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Sh ared AssumptionsT aken for granted

N ot conscious

Hard to change


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Our ObservationsFrom Our Survey


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We visited few retail outlets in Ou r town and tried to found out.C reativity And Approach :

Do peo ple have innovative a pp roach?Are no ble ideas welco med?Do organizations value innovative peo ple?

Are peo ple witho ut creative a pp roach tolerated?Does the organization ado pt to quick ideas?

Power And C onf l ict :Is there an atmos phere of tr ust in the organization?

Imp ortant peo ple are addressed as Sir\ Mada m?Employee partici pation in decision making?Mani pu lative staffs?Politics in the organization?


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Few ot h er: What recreational facility are provided to the employee?

: How often and on what as pects is training is provided?

:

On what as pects are employees a pp raised?: How high perfor mance are rewarded?

: What motivational factor are there for the low perfor mers?

: What social activities in and outside the organization are undertaken?


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