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Management Dynamics
Dr Shuchi Sinha
Faculty, Department of Management Studies,
Indian Institute of Technology Delhi
Contac...
‘The culture of a group can now be defined as: A
pattern of shared basic assumptions that the
group learned as it solved i...
Ref: Mullins L.J. (2005). Management and Organisational Behaviour.
Essex: Pearson Education Limited.
Surface manifestations
of organisational culture
(e.g. artefacts, ceremonials, courses)
Espoused Values
Basic Assumptions
...
Organizational Culture
 Handy (1993) – culture as atmosphere, ways of doing
things, levels of energy, levels of individua...
Asch Conformity Experiment
 http://www.youtube.com/watch?v=qA-gbpt7Ts8
Milgram’s Experiment
 http://www.simplypsychology...
Books:
 Frost, P, J. (2003). Toxic Emotions at Work. USA: Harvard
Business School Press.
 Narayanan, R & Bodhananda, S. ...
Discussion and Questions
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Startup Accelerator 2014: Managment Dynamics - Role Plays & Group Work

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Dr. Shuchi Sinha

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Startup Accelerator 2014: Managment Dynamics - Role Plays & Group Work

  1. 1. Management Dynamics Dr Shuchi Sinha Faculty, Department of Management Studies, Indian Institute of Technology Delhi Contact: shuchi@dms.iitd.ac.in
  2. 2. ‘The culture of a group can now be defined as: A pattern of shared basic assumptions that the group learned as it solved its problems of external adaptation and internal integration, that has worked well enough to be considered valid and therefore, to be taught to new members as the correct way to perceive, think, and feel in relation to those problems’. Edgar Schein’s definition
  3. 3. Ref: Mullins L.J. (2005). Management and Organisational Behaviour. Essex: Pearson Education Limited.
  4. 4. Surface manifestations of organisational culture (e.g. artefacts, ceremonials, courses) Espoused Values Basic Assumptions (e.g. relationship to environment, nature of reality, truth, human activity and relationships)
  5. 5. Organizational Culture  Handy (1993) – culture as atmosphere, ways of doing things, levels of energy, levels of individual freedom  Power culture – single person / group dominates, centralised decision making, tends to be political  Role culture – work by logic, rationality, rules and regulations  Task culture – marshelling all resources required to accomplish the task at hand, decision making by project groups  Person culture – service the needs of participating members (e.g doctors, barristers etc.)
  6. 6. Asch Conformity Experiment  http://www.youtube.com/watch?v=qA-gbpt7Ts8 Milgram’s Experiment  http://www.simplypsychology.org/milgram.html
  7. 7. Books:  Frost, P, J. (2003). Toxic Emotions at Work. USA: Harvard Business School Press.  Narayanan, R & Bodhananda, S. (2010). Management & Mahabharata. Ahmadabad Management Association. Journal Articles:  Calas, M. B. & Smircich, L. (1993). “Dangerous Liaisons: The “Feminine-in-Management” Meets “Globalization”. Business Horizons / March-April.  Cunliffe, A. L. & Eriksen, M. (2011). ‘Relational Leadership’, Human Relations, 64 (11): 1425-1449. Journals:  Management Learning  Harvard Business Review  The Leadership Quarterly  Journal of Change Management
  8. 8. Discussion and Questions

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