The document discusses social and organizational culture from an Indian perspective. It defines culture and describes the characteristics of social culture. Organizational culture is defined as the underlying beliefs, assumptions, values and ways of interacting that contribute to the unique social environment of an organization. The document also discusses cultural processes and social structure in India, noting India's diverse cultures, languages, and social hierarchies like caste. Finally, it outlines some aspects of business culture in India like greetings, communications, decision making, and views of time.

1. EXT 610 - HUMAN RESOURCE
DEVELOPMENT IN
EXTENSION(2+1)
Course teacher:
Dr.R.Arunachalam

2. TamilNadu Agricultural University
Presentation on : Social and
Organizational Culture- An Indian
Perspective on Cultural Processes and
Social Structure
By :
V.Mathuabirami
2018600706

3. TamilNadu Agricultural University
Content
• Introduction
• Culture
• Social culture
• Characteristics of social culture
• Organizational culture - importance, role,
characteristics, impact, types
• Societal culture Vs Organizational culture
• Cultural process and social structure
• Business culture in India

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Introduction

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Culture
• Horton and Hunt definition of culture,
“Culture is everything which is socially shared
and learned by the members of a society.”
• Tylor defined “It is that complex whole
including beliefs, art, region, values, norms,
ideas, law, taught, knowledge, custom and
other capabilities acquired by a man as a
member of a society

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culture
• Conventional behaviour
• Influences all the actions
• Though it doesn’t enter conscious thoughts

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Social culture
A complex set of meanings, habits, values
and behaviours adopted by one or more
social formations .
An environment of human created beliefs,
customs, knowledge and practices.

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Characteristics of social
culture
• It is not an individual phenomena but it is the
product of society
• It develops in the society through social interaction
• It is shared by the man of society
• No man can acquire it without the association of
others
• It helps to develop qualities of human beings in a
social environment

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Organizational culture
Definition:
It is defined as the underlying beliefs,
assumptions, values and ways of interacting
that contribute to the unique social and
psychological environment of an organization.

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Organizational culture is a set of shared mental
assumptions that guide intrepretation and action
in organization by defining appropriate
behaviour for various situations. (Ravasi and
Schultz (2006) )
It is the way of things get done around here.
They measured Organization in term of feedback
and Risk.(Deal and Kennedy )

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It includes :
Organization’s Expectations
Experiences
Philosophy
Values that guides member behaviour

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It also includes :
 vision
 Values
 Norms
 Systems
 Symbols
 Language
 Assumptions
 Beliefs
 Habits

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Shared assumptions
Thoughts and feelings that members of a
culture take for granted and believe to be
true.

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Values
They are the basic beliefs people hold
that specify general preferences and behaviours
and define what is right and wrong .
Norms : ?
Symbols :
visible object
Examples for symbols ?

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Importance of Organizational
Culture
 Gives an organizational identity to employee.
 Provides a sense of security to its members.
 Helps newer employees interpret what goes
on inside the organization.
 Helps to stimulate employees enthusiasm for
doing their tasks.

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Role of culture in an
organization
• Unity in employees
• Loyality in employees
• Healthy competition with in employees
• Direction to an organization
• Identity of organization

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Impact of culture in an
organization
• Employee performance
• Organization Environment
• Organization effectiveness
• Business strategies
• Productivity

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Impact of culture in an
organization
• Employee performance
• Organization Environment
• Organization effectiveness
• Business strategies
• Productivity

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Types of organizational
culture
• Autocratic
• Bureaucratic
• Technocratic
• Entrepreneurial

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Autocratic organizational
culture
• Otherwise called feudal culture
• Centalized power
• Proper protocol
• People recruited on the basis of relationship
• They are trusted

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Bureaucratic organizational
culture
• Proper rules and regulations , standard operating
procedures
• Impersonal relationships
• Actions are referred to higher level for approval
• Decisions are delayed
• Organization with bureaucratic culture tend to
produce standardized goods and services

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Technocratic Organizational
culture
• Technical and professional standards
• Specialist plays a major role
• More attention to employees need and
attention

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Entrpreneurial organizational
culture
• Organic or democratic culture
• Higher risk taking and creativity
• Primarily concerned with customers
• Quality customer service
• Achievement

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Building of strong organizational
culture
• A behavioural style must be shared by
managers and employees.
• Have the same basic approaches to solving
problems, meeting goals.
• Common norms that guide rule governing
rewars and punishment .
• It leads to stable organization
• Ultimately achieve strategic goals

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Societal culture Vs
organization culture
Societal culture Organization culture
Values Learned early
held deeply
Changes slowly with
generation
Broad guidelines
which are rooted in
the organization
practices
Origination Values Practices
Sharing of Meanings behaviour
Relationship Unconditioned Conditioned
Impact on employees Greater Lesser

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An Indian Perspective on Cultural
Processes and Social Structure

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Introduction
• India's culture is among the world's oldest
• Civilization in India began about 4,500 years
ago

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CULTURAL PROCESSES
• Enculturation is the natural and unconscious process
by which we acquire our own native culture
• Each culture dictates rules for a certain, expected
behavior and shares values and beliefs

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• Involves shared representations of the group,
on the basis of common interests and
experiences
• It refers to an active process of shaping the
identity accordingly with that of the others
• Indians can compartmentalize the new
learning of science or business with the older
ways (Singer, 1972)

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• They tend to change as and when we are
introduced to a new culture
• Sometimes , we get acquired into the culture
as it influences to a great extent.

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• Social structure is an abstract phenomenon.
• It denotes external aspects of society.
• Each society has a pattern of organization,
which has structures that result from
association of individuals with one another.

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• India is a country with diverse cultures.
Customs and traditions vary from region to
region.
• some commonality does exist in the social
structure, which is an unifying force

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Feautures of Indian
society
1. Complex Society
2. Economically Backward Country
3. Illiteracy
4. Diversified languages
5. Racial diversity
6. Caste
7. Existence of communalism
8. Regionalism
9. Tradition
10. Lack of free movement

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• Thus the social structure of Indian society is
characterized by religious, regional, linguistic,
communal and caste diversities.
• All these factors determine the environment
of Indian social structure, social system and
political system.

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BUSINESS CULTURE IN
INDIA
• India is a vast, populous and diverse nation
• Different identities, languages, cultures and
religions.
• It is very difficult to make generalisations
about Indian culture.

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INTRODUCTIONS AND GREETINGS
IN INDIA
• Hand shake
• Namashthe by pressing palms together
• Receive the card with your right hand.
• About family
• Prefer formal titles
• Sir/madam/jii
• Dress – according to climate (tie not compulsory)

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BUSINESS LANGUAGE AND
COMMUNICATION IN INDIA
• English is widely spoken in business and is
one of India’s official languages.
• Many Indians and business managers speak
it fluently
• Though of course meaning can vary across
cultures and countries.

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• Bureaucratic hurdles in the government circles
could result in delays in processing
• overload of paperwork and a general lack of
confidence in the system.
• Therefore immense patience is very much
necessary for any business transaction in
India.

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• Decision making delays
• Foreign system gives respect to this
• They hesitate to invest
• Poor supply chain management

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• The notion of time, time management,
punctuality is still an anathema(something
hated) in India.
• It is more to do with the mindset and
ingrained(deeply embedded) in the Indian
culture.

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• It would not be surprising if meetings are
postponed, re scheduled, cancelled or
organized at a very short notice.

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Conclusion

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References
• A study of HRM practices and organizational
culture in selected private sector organizations
in India-Anil Kumar Singh – Pdf
• Udai pareek.(2004).Understanding
organizational behaviour.
• https://accountlearning.com/social-structure-
indian-society-features/
• https://www2.bc.edu/robert-
radin/Lecture_Notes/Culture.ppt

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• https://www.livescience.com/28634-indian-
culture.html
• https://www.ukibc.com/india-guide/how-
india/business-culture/
• www.tradechakra.com/business-culture-
india.html