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Syndicate Group 13
Anjali Jose
Ankit Anand
Parveen Saraswat
Salmantaj Patil
Nayonika Dutta
Dr Praveen Kumar
Ravi Verma
Rachna Singh
“It is the climate and practices that organizations develop around their handling of people, or the promoted values and statement of beliefs” – Schein (2004)
Functions of Organizational Culture
Gives a sense of identity to an
organization and serves as a control
mechanism for shaping
behavior
Helps generate commitment among
employees
Serves to clarify and reinforce
standards of behavior
• Observed behavioral regularities, as typified by common language, terminology, legends and rituals
• Norms, as reflected by things such as the amount of work to be done and the degree of cooperation between management and employees
• Dominant values that the organization advocates and expects participants to share, such as high product and service quality, low absenteeism, and high efficiency
• Organizational climate, or the overall atmosphere of the enterprise as reflected by the way that participants interact with each other, conduct themselves with customers, and feel about the way they are treated by higher-level management
Artifacts: symbols of culture in the physical
and social work environment
Values Espoused : what members of an organization say they value Enacted: reflected in the way individuals actually behave
Assumptions : deeply held beliefs that guide behavior and tell
members of an organization how to perceive and think about things
Visible, but often, not decipherable
Greater level of awareness
Taken for granted, Invisible,
Preconscious
Employee Mindspace
Dominant Culture
Counter Culture
Refers to organizational culture, themes shared most widely by organizational members
Often the Mission and Vision of a company/ government department try to give a direction to the dominant culture. Tag lines or symbols are used
E.g. Army – Culture of Command / Discipline, Restaurant – Culture of service without ego
Directly oppose the organization’s core values
Constructive conflict/ Destructive undercurrent
Progressive emerging values
Group Culture Development Culture
Hierarchical Culture Rational Culture
Flexibility
Control
Internal External
Personal Warm & Caring Loyalty & tradition Equity
Dynamic & Entrepreneurial Risk taker Innovation & Development Growth & Resource Acquisition Rewards Individuals
Formalized & Structured Rule Enforcement Rules & Policies Stability Rewards based on rank
Production oriented Pursuit of goals & objectives Tasks & Goal accomplishment Rewards based on achievement
Organizational Structure &
Practices
• Reward systems
• Organizational design
Antecedents
• Founder’s values
• Industry & business environment
• National culture
• Senior leaders’ vision and behavior
Organizational Culture
•Observable artifacts • Espoused values
• Basic assumptions
Group & Social Processes
• Socialization and Mentoring
• Decision making
• Group dynamics
•Communication
• Influence & empowerment
• Leadership
Work attitudes
• Job satisfaction
• Motivation
Collective Attitudes &
Behavior
Organizational Outcomes
Effectiveness
• Innovation & stress
Objective Factors • Innovation & Risk
taking • Attention to detail • Outcome
orientation • Team Orientation • Aggressiveness • Stability
Build Organizational Culture
High
Low
Performance
Satisfaction
Strong Cultures are a Huge Asset They are characterized by goal alignment and sustained focus, anchored on a
benchmark They create a high level of motivation automatically because of shared values
by the members They provide control without the oppressive effects of bureaucratic orders
• On the joining day, a short 5 minute video resume of the new joinee is shown to all employees. Everyone in the organization/ work unit introduces himself to the new person during lunch hour.
• The employee is added instantly to an internal webpage which describes the various achievements of his team in the past (legend is created – Artifacts)
• All work and joining related formalities are done within 2 days. Efficiency in the HR functions as a critical part of OC is highlighted!
• No work is assigned till the employee says that he has settled and is ready to take projects!
Processes/ Norms Impact on the Employee
The initial experiences of a fresh recruit generate some standards, which help him relate to, evolve with and contribute to the organizational culture
The new recruit is made to feel important!
Culture of excellence is developed!
Efficiency is highlighted and expected
Ownership and commitment is inculcated
Organizational Culture of Israel’s Police Department
• Specialization
• No rigid hierarchical structure
• Structured working hours
• Intra-agency coordination
• Inputs & feedback through social interaction
To Public
Reduction in Congestion on
roads
Transformation of social culture
Public awareness platform e.g. for
cleanliness
To Employee
Pride for being a part of cultural transformation
Respect for values
Open door policy in hierarchy
Inputs given to maintain a strong Organizational Culture
Individual v/s Organization
Research suggests that incongruence between an individual’s values and the organization’s values can impact efficiency and attrition dramatically. Ways to find common ground is a challenge for the leader
Developing an incentive mechanism
Society v/s Organization
Societal/ National cultures interact with organizational cultures in multiple ways. Family commitments vs work commitments in Indian set ups?
The old and big tiger
Most government departments are big, change is incremental, sputtered and slow, often with intermittent setbacks