Culture and tty

8/12/2019 Culture and tty

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ORGANISATIONAL CULTURE

http://www.youtube.com/watch?v=8YaThdcgQ9w
http://www.youtube.com/watch?v=8YaThdcgQ9whttp://www.youtube.com/watch?v=8YaThdcgQ9w


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Exercise

Working in pairs, discuss Indian

Culture

What words help describe your

culture?

What pictures or images might

be used to describe your

culture?


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Work Unit

Climate

External Environment

TaskRequirements

Individual

Needs & ValuesMotivation

System (Policies

& Procedures)Structure

ManagementPractices

Mission &Strategy

OrganisationalCulture

Leadership

Individual & Organisational Performance


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Some definitions of culture

Shared patterns of behaviour (Mead, 1953)

Systems of shared meaning and

understanding (Geertz, 1973)

A set of basic assumptions which have

evolved over time and are handed down from

one generation to the next (Schein, 1985). The collective programming of the human

mind (Hofstede, 1991)


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Organisational culture ...

Organisational culture is determined by

the values of the organisation

Values are the basic concepts andbeliefs of an organisation


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Power Culture


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Role Culture


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Task Culture


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Person Culture


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Org culture and norms of behaviour

Values, attitudes and beliefs

Leadership style and behaviour

Informal groupings

Power, politics and conflicts

Goals, strategy, structure, systems Procedures, Financial, Management

The Org Iceberg

Senior and Fleming (2006)


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Levels of Corporate Culture

Artefacts

Norms

Basic

Assumptions

Values


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Artefacts

Visible symbols of the deeper levels of

culture, such as norms, values and basic

assumptions.

Include observable behaviours of members.

i.e. Clothing, language, structure, systems,

procedures and rules


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Norms

Sitting underneath these represent the

written rules of behaviour


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Values

....tells members what is important in the

organisation, and what deserves attention...


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Basic Assumptions

Deepest level

Taken for granted assumptions about how

organisation problems should be solved

...tell people how they should think, behaveand feel about things...


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Exercise

Working in groups, brainstorm

levels of Culture for an

organisation of your choice...

You the organisation.


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Weak culture organisations

No clear and easily understood values

Employees will not know how to

respond to particular situations in theworkplace


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Weak culture organisations

External environment is poorly

managed

Tend to be less successful than strongculture organisations


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Strong culture organisations

Have a clear and explicit philosophy

about how to conduct business

Management will shape the values andbeliefs


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Ensure values are:

- relevant to the externalenvironment

- communicated to and

understood by allemployees


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Employees know how their employer

wants them to respond in given

situations Manage the external environment well

Likely to be successful


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The cultural web ...

represents the determinants of

organisational culture

considers taken-for-granted

assumptions about the organisation

and physical indicators oforganisational culture


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Routines ...

are the scheduled and deliberate

practices of day-to-day life in an

organisation ensure the smooth running of the

organisation


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Stories...

represent an organisations history

highlight significant events and

people in the past


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Stories ...

are told to new organisational

members by existing members

highlight acceptable andunacceptable behaviour in the

organisation


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Symbols ...

represent the power an individual

has in an organisation

indicate the value of an individual tothe organisation


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Power structures ...

are groups of individuals with power

underpinned by a common set of values

and beliefs often based on technical or

professional expertise


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Organisational structure ...

determines where the power will

exist in the organisation

simple structure - power rests

with the owner

functional structure - power restswith senior management


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Organisational structure ...

divisional structure - power is

spread throughout the organisation

matrix structure - power rests

with individuals in the matrix


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Control systems ...

monitor what is important to the

organisation

can monitor money, budgets, people- rewards systems, work - efficiency and

effectiveness


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Deal & Kennedys cultures

The tough-guy macho culture

The work hard/play hard culture

The bet your company culture

The process culture


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Decision making is short term,

rapid and risky

Success is short term for theorganisation and individuals

Failure is condemned, often by

dismissal


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Almost impossible in the tough-guy

macho culture are:

- long-term success

- the creation of a strong

culture


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Decision making is short term,

rapid and low risk

Often found in customer- orientedorganisations


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Feedback is clear - targets have been

met, or not met, e.g. in a sales

organisation Motivation focuses on staff (individually

and in teams) to succeed by meeting

targets


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The bet your company culture

Decision making is long term and

high risk

Large and long-term investment in

R & D and innovation

Successful employees are matureand respect authority and technical

ability


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The process culture

Decision making is long term and low

risk

External environment is predictable andstable

Job titles and roles are important


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Exercise

Working in groups, brainstorm

levels of Culture for an

organisation of your choice... Youchoose organisation.

What elements could be changed?

Documents

Culture and tty