Organization Mangement

1. OPEN DOOR POLICY

2. OPEN DOOR POLICY
The term "Open Door Policy" in organization and management refers to a management
approach that promotes open and transparent communication within an organization. It
is a policy that encourages employees at all levels to have access to higher-level
managers or executives without any barriers or restrictions.
The Open Door Policy is based on the
principle that all employees should have the
opportunity to express their concerns, ideas,
and grievances directly to their superiors or
higher management. It emphasizes the
importance of creating a supportive and
inclusive work environment where everyone
feels comfortable sharing their thoughts and
seeking assistance.

3. ADVANTAGES OF OPEN DOOR POLICY
1) Accessibility: The policy ensures that employees have easy access to managers,
supervisors, or executives, bypassing unnecessary hierarchical barriers. It promotes a
culture of approachability, where employees can seek guidance, discuss issues, or
provide feedback.
2) Communication: The Open Door Policy fosters open lines of communication within the
organization. It encourages employees to share their ideas, suggestions, and concerns
directly with higher management, enabling quick and efficient exchange of information.
1) Problem Resolution: By allowing employees to escalate issues or grievances directly,
the Open Door Policy facilitates timely resolution of problems. It eliminates
unnecessary bureaucracy and empowers employees to address concerns promptly,
increasing overall organizational efficiency.

4. ADVANTAGES OF OPEN DOOR POLICY
4) Employee Engagement: When employees feel that their opinions are valued and that
they have a voice within the organization, it enhances their level of engagement and
commitment. The Open Door Policy helps create a positive work environment that promotes
trust, loyalty, and job satisfaction.
5) Innovation and Collaboration: By encouraging open communication and idea-sharing, the
Open Door Policy can lead to increased innovation and collaboration. Employees from
different levels and departments can exchange knowledge, perspectives, and expertise,
leading to creative solutions and improved teamwork.
6) Retention and Morale: A supportive and inclusive work environment, where employees
feel heard and valued, can contribute to higher employee morale and satisfaction. It can
also positively impact employee retention rates, as individuals are more likely to stay in an
organization where their voices are respected.

5. OPEN DOOR POLICY
While the Open Door Policy can bring numerous benefits, its successful implementation
relies on several factors. These include clear communication of the policy to all employees,
training managers to actively listen and respond to employee concerns, and ensuring
confidentiality when required. Regular feedback mechanisms and periodic reviews can also
help assess the effectiveness of the policy and make necessary adjustments.
It's important to note that the Open Door Policy should
not be seen as a substitute for established channels of
communication or a bypassing mechanism for standard
reporting structures. Rather, it should complement
existing processes and provide an additional avenue for
employees to express themselves and seek guidance
when needed.

6. MODELS OF ORGANIZATION CULTURE

7. ORGANIZATION CULTURE
Organizational culture refers to the shared values, beliefs, assumptions, norms,
behaviors, and practices that characterize an organization. It represents the unique
personality and identity of an organization and influences the way people within the
organization think, behave, and interact with one another.
Models of Organization Culture
1) Edgar Schein Model
2) Robert A. Cooke Model
3) Hofstede Model
4) Charles Handy Model

8. EDGAR SCHEIN'S MODEL
Edgar Schein's model of organizational culture suggests that culture is made up of three layers: artifacts and
behaviors, espoused values, and basic assumptions.
1) Artifacts and Behaviors: This layer represents the visible and tangible aspects of culture. It includes things
like the organization's physical environment, the way people dress and interact, and the rituals and ceremonies
they perform. These are the surface-level elements that can be observed and experienced.
2)Espoused Values: This layer refers to the stated beliefs and ideals of the organization. It includes the
mission statements, vision, and official policies that are communicated to employees. These values represent
what the organization says it believes in and strives to achieve.
3) Basic Assumptions: This is the deepest layer of culture and consists of the unconscious beliefs, perceptions,
and assumptions that guide people's behavior within the organization. These assumptions are often taken for
granted and are deeply ingrained. They shape the way people think, make decisions, and interact with one
another.
While artifacts and espoused values are more visible and explicit, the basic assumptions are the hidden drivers
of organizational behavior. By considering all three layers, Schein's model helps us understand that culture is
complex and suggests that to truly understand an organization's culture, we must delve deeper uncover the
shared beliefs and assumptions that shape the way people think and act within the organization.

9. ROBERT A. COOKE'S MODEL
Robert A. Cooke's model of organizational culture, known as the Competing Values Framework,
categorizes organizational cultures into four types that represent different ways organizations can operate
and prioritize their values and approaches.
1) Clan Culture: In a clan culture, the organization emphasizes teamwork, collaboration, and a sense of
family. It values employee relationships and open communication. It is like a tight-knit community where
people support and care for one another. The focus is on nurturing and developing employees.
2) Adhocracy Culture: An adhocracy culture is characterized by innovation, creativity, and adaptability. It
encourages risk-taking, experimentation, and entrepreneurial thinking. This type of culture values agility
and welcomes change. It thrives on being dynamic and constantly finding new solutions to challenges.
3) Market Culture: A market culture is driven by competition, achievement, and results. It focuses on
achieving targets, meeting customer needs, and outperforming competitors. It values individual
performance, competitiveness, and a strong orientation towards external goals and market success.
4) Hierarchy Culture: In a hierarchy culture, the organization places importance on stability, control, and
formal processes. It follows a strict organizational structure with clear roles, rules, and procedures.
Decision-making flows from the top-down, and there is an emphasis on efficiency and consistency. It
values discipline, predictability, and order.

10. GEERT HOFSTEDE'S MODEL
Geert Hofstede's model of organizational culture is based on six dimensions that help understand cultural
differences between societies. While it was initially developed to study national cultures, it can also be applied
to analyze organizational cultures.
1) Power Distance: This dimension reflects how people in a culture perceive and accept power and authority
distribution. In cultures with high power distance, there is a significant power gap between leaders and
subordinates, and hierarchical structures are respected. In cultures with low power distance, there is a more
egalitarian approach, and power is distributed more evenly.
2) Individualism vs. Collectivism: This dimension represents the extent to which individuals prioritize their
own interests over group interests. In individualistic cultures, people tend to focus on personal goals,
independence, and self-expression. In collectivistic cultures, there is an emphasis on group harmony,
cooperation, and loyalty.
3) Masculinity vs. Femininity: This dimension captures the values related to assertiveness, competition, and
success (masculinity) versus nurturing, collaboration, and quality of life (femininity). Masculine cultures
emphasize achievement, ambition, and material success, while feminine cultures value social relationships,
quality of life, and work-life balance.

11. GEERT HOFSTEDE'S MODEL
4) Uncertainty Avoidance: This dimension reflects the level of tolerance for ambiguity and uncertainty within
a culture. In high uncertainty avoidance cultures, there is a preference for rules, structure, and order to reduce
uncertainty and risk. In low uncertainty avoidance cultures, people are more open to ambiguity, change, and
innovation.
5) Long-term vs. Short-term Orientation: This dimension describes the extent to which a culture values long-
term planning, perseverance, and traditions (long-term orientation) versus immediate results, adaptability, and
pragmatism (short-term orientation).
6) Indulgence vs. Restraint: This dimension relates to how societies deal with gratifying desires and enjoying
life. Cultures with high indulgence emphasize personal freedom, leisure, and enjoyment. Cultures with high
restraint focus on controlling impulses, adhering to strict social norms, and delaying gratification.
Hofstede's model helps us understand how different cultures can vary in terms of power dynamics, individual
versus group priorities, assertiveness versus nurturing values, tolerance for uncertainty, focus on long-term
versus short-term goals, and indulgence versus restraint in pursuing pleasure. By considering these dimensions,
we can gain insights into how cultural differences influence organizational practices, decision-making styles,
communication patterns, and overall work dynamics within an organization.

12. CHARLES HANDY'S MODEL
Charles Handy's model of organizational culture categorizes cultures based on two dimensions: power
orientation and task orientation.
1) Power Orientation: This dimension refers to how power and authority are distributed within an
organization.
a) Power Culture: In a power culture, power is centralized in a few individuals or key figures. Decision-
making is often concentrated in the hands of a select few who hold significant influence. It can be
compared to a small, tightly knit group where a few people hold the reins of power and control.
b) Role Culture: In a role culture, authority and power are based on the formal roles and positions within
the organization. It is characterized by clearly defined job roles and responsibilities. The focus is on
following established procedures and hierarchies. It can be likened to a well-structured organization
with clearly defined roles and rules.

13. CHARLES HANDY'S MODEL
Charles Handy's model of organizational culture categorizes cultures based on two dimensions: power
orientation and task orientation.
2) Task Orientation: This dimension reflects how organizations prioritize tasks and activities.
a) Task Culture: In a task culture, the emphasis is on accomplishing specific tasks and goals. It is a
flexible and project-oriented culture where individuals come together for a particular purpose or
project. Collaboration, problem-solving, and innovation are valued. Think of it as a dynamic team
working on a specific project, adapting to changing needs.
b)Person Culture: In a person culture, individuals prioritize their own interests over organizational
goals. It is characterized by a focus on personal development and self-fulfillment. People have a
high degree of autonomy and may be driven by their own passions and aspirations rather than
organizational objectives.
Handy's model helps us understand how power dynamics and task priorities shape different organizational
cultures. Each type has its own strengths and weaknesses, and understanding the prevailing culture can provide
insights into how decisions are made, how work is organized, and how individuals navigate within the
organization.

14. ORGANIZATION CULTURE
Overall, the purpose of these models is to provide frameworks and tools for
understanding, analyzing, and describing different aspects of organizational culture and
to enhance our understanding and improve our practical insights for managing and
shaping culture within organizations.
Each model offers a unique
perspective and helps researchers,
managers, and organizations gain
insights into their culture and its
impact on various aspects of
organizational functioning.

15. THANK YOU.