A presentation on Organizational culture dynamics and it's characteristics, importance, role, types, etc. It also talks about the corporate culture and it's features.

1. ORGANISATIONAL CULTURE DYNAMICS
Presented By
Manu Alias

2. MEANING AND DEFINITION
 Organisational culture refers to the common values and benefits that prevail in an
organization, and enable employees to understand their roles and customs of an
organisation. It is represented by distinct features of the organisation. These distinct
features differentiate one organisation from the other. Also, the experiences and
performance styles play a vital role in building the culture of an organisation. It is the
surrounding in which an employee and organisation connects with each other.
 According to O. Reilly, “Organisational culture is the set of assumptions, beliefs,
values, and norms that are shared by an organisation’s members”.

3. CHARACTERISTICS
OF
ORGANISATIONAL CULTURE

4. Characteristics of Organisational Culture
Prescriptive
Smoothens
Communication
Subjective
Growing
Socially Shared
Learned
Long-term
Dynamic

5.  Prescriptive
It defines the kind of attitude that is socially accepted.
 Socially Shared
An organization’s culture should necessarily be based on the norms created and
followed by the society. It is not possible for a culture to have a separate existence.
It is socially shared by people and thus plays an important role in strengthening the
prescriptive nature of culture.
CHARACTERISTICS

6.  Smoothens communication
Culture also helps in providing a platform for communication
among people who belong to the same culture. Alternatively, it
can also hinder communication among people from different
groups due to different culture values.
 Learned
Culture is not inborn. It is something that is gradually attained and
learned. Socialisation or enculturation takes place when an individual
learns and practices a culture and in which he is born and brought up.

7.  Subjective
People born in different cultures have different thought
processes. The ideas acceptable in one culture might not
necessarily be acceptable in another culture. In this context,
culture is said to be both exceptional and subjective. Thus, the
same event taking place in two different cultures can be inferred
differently.
 Dynamic
Through culture passes on to generations, still it is not stationary to
resistant to change. Culture keeps on changing with time and moulds itself
to new circumstances, knowledge and experiences.

8.  Long –Term
A culture is constant and everlasting as it is shared and passed
on from one generation to another. The world around us changes
from time to time but people, being considered as traditionalist,
remains same and is hard to change.
 Growing
Culture depends on various circumstances which have occurred around
centuries or millenniums back. A value ot two are added to culture by
every generation and passed on to the next generation. Thus, culture
continuously widens with time as new ideologies are added to it and they
become an important element of culture.

9.  Acts as talent attractor
For a prospective employee, organisational culture is an
important factor to be considered before joining any organization.
 Engages people
Organisational culture gives employees an opportunity to be involved in their
work. This results in greater profitability and productivity of the organization.
 Creates greater Synergy
A strong culture is one which makes people united. It gives people a chance to
come together and interact with each other in a better manner.
ROLE OF ORGANISATIONAL CULTURE

10.  Makes everyone more successful
Every individual can become successful by investing proper time,
culture and talent on culture of the organization.
 Acts as a control system
Culture affects employee’s decision making and attitude. It is a
control system.
 Operates as social bond
Organisational culture acts as “social bond, which connects all the
employees together and they consider themselves as a part of
organisation.
 Helps in logical thinking
It helps employees to understand the happenings within an organisation.

11. TYPES OF ORGANISATIONAL CULTURE

12. Types of Organisational Culture
Mechanistic and
organic culture
Strong, weak and
unhealthy culture
Authoritarian and
participative culture
Dominant & subculture

13.  Mechanistic and Organic Culture
It displays the values of governance feudalism. The working in an
organisation is based on narrow specialisation and people view
their careers within those specific areas only.
 Authoritarian and participative culture
In this case, authority lies with the leader only and emphasises
that subordinates should obey his orders and maintain discipline.
 Strong, weak and unhealthy culture
A strong culture has a positive impact on the employee resulting in lower turn
over rate, reduced absenteeism, enhanced bonding and positive behaviour.
 Dominant and sub-culture
It means the central values which are acceptable by most of the employees. It is the
macro-culture outlook that displays an organisation’s traits.
TYPES OF ORGANISATIONAL CULTURE

14. CORPORATE CULTURE

15. CORPORATE CULTURE
 Meaning and Definition
Corporate culture is defined as the set of values, norms of behaviour, modes of
interactions, and ethical principles shared by the employees and owners of an
organisation. It determines the character of an organisation. The vision and
character of the founders of the organisation are projected through the
corporate culture of an organisation.
 According to Ember and Ember, "Corporate culture is the set of learned
behaviours, beliefs, attitudes, values and ideals that are characteristic of a
particular society or population”.

16. Elements of corporate culture
Shared values
Shared values are those values that members jointly believe to be good. Where there are few shared
values, and thus much that differentiates people in the organisation in terms of their values, members
will find it harder to act as an organisation, to act in concert to achieve some common goal.
Decision making patterns
Decision making patterns, coherent modes of rationality in decision making, arise from the
methods that are used to collect information, generate ideas, and to evaluate alternatives. It
is these patterns that are at the core of corporate culture. They are the means whereby
goals are achieved.
Overt Behaviour patterns
Overt decision making patterns display themselves in typical methods for implementing plans.
Salient factors in this regard are whether, routinely, there is quick implementation, whether there
is a pre disposition to try many new experiments or follow old and existing patterns.

17. IMPACT OF CORPORATE CULTURE
 Risk
Every business has risk areas, and corporate culture is instrumental in deciding
the risk taking behaviour of a company. In which areas of operation will a company take
risk and in which areas it will not and how much risk may be influenced by corporate
culture of that company.
 Employee retention
Employee retention is dependent on employee loyalty, and loyalty is dependent on the
trust a company can gain from its employees. A company that can retain employees can
perform much better than a company that cannot.
 Incentive bonus
Corporate culture of sharing profits in the form of incentive bonus with performing
employees is motivational for the employees to perform to the best of their abilities.

18.  Focus
When the same values, beliefs, ideas, ethical standards, behaviours patterns –all these constitute
corporate culture – are adhered to by very individual in an organisation, there is focus on one goal,
one strategy, uniform behaviour, uniform guidelines, and uniform code of conduct, which results in
enhanced efficiency and commendable results for the organisation.
 Reputation
corporate culture projects a picture of the organisation to the external stakeholders and the general
public in accordance with the characteristics the culture possesses. Hence a healthy, noble, efficient
corporate culture builds up an admirable reputation of the organisation.
 Competitive advantage
Corporate culture can become a tool to obtain competitive advantage in the market. This is so because
corporate culture has an impact on result-influencing parameters in an organisation. These parameters are strong
motivation, prompt decision making, freedom to innovate, fearless feedback mechanism, etc.

19. Thank you…