Organisational culture

Jayashree Sadri and Sorab Sadri
ORGANISATIONAL
CULTURE
PROFESSOR JAYASHREE SADRI
And
DR SORAB SADRI

Basic Features Of Corporate Culture
 A belief system shared by an
organization's members.
 Strong widely-shared core values.
 The way we do things around here.
 The collective programming of the mind.
 Collective understanding.

Culture and Values
 Organizational culture is the set of values
that keeps the organizations employees
understand which actions are considered
acceptable and which unacceptable.
Often these values are communicated
through stories and other symbolic
means.

Culture As A Guide
Organizational culture is a frame work that guides day
to day behavior and decision making for employees
and directs their actions towards completion of
organizational goals. Culture is what gives birth to
and defines the organizational goals.

Visibility of Culture
 Organizational culture is implicit rather
than explicit. Some organizational culture
are readily apparent while many others are
less visible.

What you can see
 Organizational culture can be compared to
an iceberg. On the surface are the overt
or open aspects- the formally expressed
Organizational Goals,Technology,
Structure, Policies and Procedures.

What you cannot see
 Beneath the surface lies, the covert or
hidden aspects- the informal aspects of
organizational life. These include shared
perceptions, attitudes and feelings as well
as shared set of values about human
nature, the nature of human relationships
and what the organization can and will
remember.

Cultural Complexity
 Culture is a complex mixture of
assumptions, behaviors and other ideas
that fit together to define what it means to
work in a particular organization.

Culture exists on three levels:
 Artifacts – are the things that “one sees, hears
and feels when one encounters a new group with
an unfamiliar culture.
 Espoused values – The reasons given by an
organization for the way things are done or
reasons they give for doing what they do.
 Basic assumptions- Are beliefs that organization
members take for granted.

Culture’s Prescriptions
 Culture prescribes “the right way to do
things” in an organization, often through
unspoken assumptions.
 Consequently informal groups become
contingent to the success of a vibrant
culture.

Impact of culture on working style
 An organizational culture provides members with
a sense of identity and enhance the commitment
of these members to the organization's mission
and clarify or reinforce a particular standard of
behavior.
 It is a cognitive framework consisting of values,
attitude, expectations and norms, which are
shared through out organization.

Person-Organization-Values Interface
 It creates an optimal person-organization
fit so that performance is enhanced at
every level and the competitive edge is
constantly improved.
 The shared values have to be believed and
lived not mouthed or the sake of
convenience.

Permanence of Cultures
 These values, moreover, are short lived
unless they have been firmly rooted in
ethics. If not, these values will be like a
beautiful dandelion flower which the first
gust of wind shall blow away. It has to be
robust in this way.

What is value based Corporate Culture
 Michael Porter has thus defined culture:
the cumulative deposit of knowledge, experience,
meanings, beliefs, values, attitudes, religions,
concepts of life, the universe and the self
universe relationships, hierarchies of status, role
expectations, spatial relations, and the time
concepts acquired by a large group of people in
the course of generations through individual and
group striving.

Value and Value Systems
 One of the most significant of the
concepts in Porter’s list is value. The
nature of values and value systems are
the key points along which organizations
exist and operate.
 It would be logical to assume that for any
corporate body to survive, it has to be
guided by values.

Value and Culture
 Value based corporate culture can be
defined as the manner in which the
corporate body interacts within and with
the external environment while keeping
certain beliefs sacrosanct and inviolable.

Mantras For Value Based Cultures
 We proffer three mantras, which will
contribute to the building of a value-based
culture.
 This is the declaration of intent on the part
of the organization.

The 3 Mantras
 Commitment for building and nurturing
trust relationships.
 Incorporating transparency in the decision
making process itself.
 Delegating and empowering managers and
holding them accountable.

Tantras For Value Based Cultures
 To this we add three tantras, which will
bring about desired results. The tantra is
the practice of ritual of a metaphysical
craft. It converts intent into action.
 In the particular case under review the HR
facilitator also has some tantras up his
sleeve and these are :

The 3 Tantras
 Making rules for the benefit of man and not make
man behave to satisfy the stipulated rules.
 Setting up client friendly systems, which
harmonize pluralistic tendencies and bring about
a goal cohesiveness.
 Building quality into every aspect of the system
so that effectiveness and efficiency combine to
give the company a competitive edge.

Yantras For Value Based Culture
To these three tantras we add three
yantras, which will assist the change
process by providing an infrastructure as
desired.
It provides the structural basis for action.

The 3 Yantras
 The organizational structure and design that
lends itself to trust and transparent relationships,
free flow of authority and proportionate
accountability.
 The core competency of the organization which
enables it to thrive on the cutting edge of global
competition.
 Clarity of vision, mission, goal and role at every
stage of the organizational life cycle.

Mantra - Tantra - Yantra Linkages
 The Mantras provide the foundation for a fruitful
intervention.
 The Tantras provide the mechanism by which the
intervention will be fruitful and as desired.
 The Yantras provide the infrastructure to
successfully carry out the intervention.

Implementing The Linkage
 The mantra, the yantra and the tantra act
in a combined manner to produce a
desired result.
 Armed with these mantras, tantras and yantras
the HR specialist can set forth to implement
his/her value based interventions to change
corporate culture for the better and convert core
competency into competitive advantage.

FEATURES OF THE BUSINESS
ENVIRONMENT
 We are living in a border less universe
wherein full transparency is assumed.
 The organization needs to thrive on the
cutting edge of competition.
 Creativity and innovation must be an ongoing
feature of the organization.

VALUE CENTRED CULTURE
 When managers or organizations in every case go
by “these are our basic beliefs and values” they
are said to be value based.
 When managers or organizations in every case go
by “what value is added by the person, process of
product” they are said to be value driven.
 When managers and organizations are at once
value based and value driven they are called
VALUE CENTRED

THE NEW ROLE OF
CORPORATE CULTURE
Through sustained OD intervention
a corporate culture is created
wherein value is generated for every
stakeholder: employee,
employer,consumer, supplier and
civil society.

MAIN FEATUURE OF THIS
NEW CULTURE
 The new culture does not go about creating value
per se nor does it automatically bring about
innovation and creativity.
 It merely creates an environment where trust
transparency and teamwork combine to produce
results which add value to every stakeholder.
 Innovation and creativity blossoms in such an
environment so that value addition is made
possible with smoothness and ease.

SPECIFIC FEATURES OF THIS NEW
CORPORATE CULTURE
PEOPLE
 Driven by trust and
teamwork.
 Are self motivated.
 Take individual
responsibility to deliver.
 Have a great sense of
belongingness.
SYSTEMS
 Technology driven but
people centered.
 Based on accurate and
dependable data and
documentation (MIS).
 Operating through a
feedback systems to
enable improvement
(MCS).

THE NEW PYRAMID
Picture a pyramid with six sides, each
symbolizing an organizational imperative. Each
side is so defined as is the top of the pyramid or
the pinnacle.
Side # 1. Good people management
Side # 2. Up dated systems and processes
Side # 3. Continuous improvement through innovation
Side # 4. Total quality management
Side # 5. Sound business values and ethics
Side # 6. Good corporate governance
Pinnacle. Organizational excellence

CORPORATE CULTURE CREATES AND
SUSTAINS THIS PYRAMID
 This pyramid is symbolic but not static.
 As each side of the pyramid develops, the height
of the pinnacle thereby increases.
 This implies that people management, systems &
procedures, continuous improvement, TQM,
values & ethics and governance combine to
produce excellence.
 That the pinnacle rises shows that excellence is
not a constant and it rises to meet competitive
market forces and convert itself into business
sustainability.

H R Interventions
 To obtain such a corporate
culture,organizations need a well planned,
well monitored and well executed H.R.
intervention.
 Such an intervention must have the
explicit and implicit support of top
management.

What Do We Mean By HR Intervention?
 Then term intervention refers to a set of
sequenced planned actions or events
intended to help an organization increase
its effectiveness.
 Interventions purposely disrupt status
quo; they are deliberate attempt to change
an organization and submit it to a different
and more effective state.

Criteria For Successful Intervention
1. The extent to which an intervention is relevant to
the organization and its members.
2. A reasonable knowledge of outcomes.
3. The extent to which the organizations capacity
to manage change.
4. The will and determination to bring about
change.
5. The ability to think creatively and cast away the
fetish of accepted custom and tradition.

THE NEW MANAGERIAL
CHALLENGE
 CREATE A CULTURE THAT IS
VALUE BASED AND VALUE DRIVEN.
THAT BY BEING VALUE CENTERED
IT WORKS FOR YOU RATHER THAN
YOU HAVING TO WORK FOR IT.
THANK YOU

Organisational culture

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