organizational culture

1. Submitted By -
Aastha Jain
Annapurna Mishra
Ruchi Jain
Shivani Rathore
MBA (FT) – Section E

2. The organizational culture is a system of shared beliefs and
values that develop within an organization and guide the
behavior of its members.
“Organizational culture is the set of assumptions, beliefs, values and norms
that are shared by an organization's members.”
--According to Charles O' Reilly
AUTHORS DEFINITIONS
“Your company’s culture and your company’s brand are really just two sides of the same
coin. Your culture is your brand.” --Tony Hsieh, Zappos

3. 1. Innovation and risk taking
5. Attention to detail
3. Outcome orientation
2. People orientation
4. Team orientation
7. Aggressiveness
6. Stability
CHARACTERISTICS OF ORGANIZASTIONAL CULTURE

4. These characteristics aggregately capture the essence of an
organization's culture:
1. Risk Taking and Innovation: the degree to which employees are encouraged to be innovative
and risk taking.
2. People Orientation: the degree to which management decisions take into consideration the effects of
outcomes on people of the organization.
3. Outcome Orientation: the degree to which management focuses on results rather than on
techniques and processes used on achieving those results.
4. Team Orientation: the degree to which various organizational activities are organized on
team basis rather than individual basis.
5. Attention to Detail: the extent to which employees are expected to exhibit analysis and
attention to detail.
6. Stability: the extent to which the organization emphasizes in maintaining status quo rather than
change.
7. Aggressiveness: the extent to which people in the organization are aggressive rather
than easygoing.

5. TYPES OF ORGANIZATION CULTURE
CLAN
(FAMILY)
HIERARCHY
(CONTROL)
ADHOCRAC
Y
(CREATIVE)
MARKET
(RESULT)
1.CLAN CULTURE:-
The people - oriented, friendly
collaborate culture.
2.ADHOCRACY CULTURE :-
The dynamic, entrepreneurial create
culture.
3.HIERARCHY CULTURE:-
The process-oriented , structured control
culture.
4.MARKET CULTURE :-
The results-oriented, competitive
complete culture.

6. LEVEL OF ORGANIZATIONAL CULTURE
ARTIFACT
S AND
BEHAVIOR
NORMS
AND
VALUES
UNDERLYING
ASSUMPTIONS
 WHAT WAS SEE, what a newcomer, Visitor or
consultant would notice (e.g., dress ,Organization
charts, physical layout, degree and formality, logos,
and mission statement.
 WHAT WAS SAY, what we would be told Is the
reasons things are the way they Are and should be.
Company Philosophy, norms and justifications.
 WHAT THEY DEEPLY BELIEVE IN AND ACT
ON Unconscious, taken for granted Beliefs about the
organization And its work/purpose, and etc.

7. 1. Planning
 The degree of risk that plans
should contain
 Whether plans should be
developed by individuals or
teams
 The degree of environment
scanning in which
management will engage
HOW CULTURE AFFECT MANAGERS :-
Establishes appropriate managerial behavior
-
2. Organizing
 How much autonomy should
be designed into employees’
jobs
 Whether tasks should be done
by individuals or in teams
 The degree to which
department, managers interact
with each other

8. 3. Leading
 The degree to which managers
are concerned with increasing
employee job satisfaction
 What leadership styles are
appropriate
 Whether all disagreements –
even constructive ones –
should be eliminated
4. Controlling
 Whether to impose external
controls or to allow employees
to control their own actions
 What criteria should be
emphasized in employee
performance evaluations
 What repercussions will occur
from exceeding one’s budget

9. HOW CULTURE EFFECT THE
MANAGER
Organizational culture
leads to increased
employee participation and
consensus on strategic
matters, which provide
aligned perspectives
between organizational and
individual objectives .
Wider agreement on values,
practices, mission and
goals are crucial for a
culture to lead to
effectiveness.

10.  HOW EMPLOYEES LEARN CULTURE
• Stories – Anchor the present into the past and provide
explanations and legitimacy for current practices
• Rituals – Repetitive sequences of activities that express and
reinforce the key values of the organization
• Material Symbols – Acceptable attire, office size, opulence
of the office furnishings, and executive perks that convey to
employees who is important in the organization
• Language – Jargon and special ways of expressing one’s self
to indicate membership in the organization.
Culture is
transmitted to
employees in a
number of ways,
for example
through stories,
rituals, material
symbol and
language.

11.  WHAT ARE ORGINISATIONAL CULTURAL
ISSUES
Organizational culture problems
can include
• Ambiguity – Lack of clarity
• Inconsistency – Feeling of uneven
and unfair policy implication
• Poor communication –
Understanding is no longer
mutual
• Poor leadership – Fail to inform
others of decisions being made
These can contribute to
the experience of a hostile
and unpleasant
workplace, which can
make workers less loyal
and may contribute to
issues like harassment,
bullying, and high
turnover.

12.  CONCLUSION
“Culture happens whether you plan it or not…Why not create a
culture you love…”
It may concluded that organizational culture constitutes values,
beliefs, attitudes and behavioral patterns shared by organizational
members in pursuit of organizational goals, which gives the
organization a distinctive character.

13. THANK YOU