Org. culture

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Org. culture

  1. 1. ORGANIZATIONAL CULTURE By: MEGHA KUSHWAHA PRIYA CHHABRA
  2. 2. WHAT IS ORGANIZATIONAL CULTURE ? It is a system of meanings held by members that distinguishes the organization from other organizations Innovation and risk taking Attention to detail Outcome orientation People orientation Team orientation Aggressiveness Stability
  3. 3. DOMINANT CULTURE AND SUBCULTURES Express core values shared by a majority of organization’s members DOMINANT CULTURE Minicultures defined within an organization by department designations and geographical separations SUBCULTURE
  4. 4. STRONG CULTURE VERSUS WEAK CULTURE In strong culture, organization’s core values are both intensely held and widely shared It has a greater influence on the behavior of its members Its result is lower employee turnover
  5. 5. CULTURE VERSUS FORMALIZATION Strong culture can act as a substitute of formalization High formalization creates predictability, orderliness and consistency Strong culture achieves the same end without the need for written documentation
  6. 6. HOW A CULTURE BEGINS When the organization succeeds, the founders vision become seen as a primary determinant of that success Founders own behavior acts as a role model that encourages employees to identify with them They indoctrinate and socialize these employees to their way of thinking and feeling Founders hire and keep employees who think and feel the same way they do
  7. 7. KEEPING A CULTURE ALIVE Selection • Concerned with how well the candidates will fit into the organization. • Provides information to candidates about the organization. Top Management • Senior executives help establish behavioral norms that are adopted by the organization. Socialization • The process that helps new employees adapt to the organization’s culture.
  8. 8. STAGES IN THE SOCIALIZATION PROCESS Pre-arrivalStage • The period of learning that occurs just before a new employee joins the organization EncounterStage • The new employee sees what the organization is really like and confronts the possibility that expectations and reality may diverge MetamorphosisStage • A new employee changes and adjusts to the job, work group and organization
  9. 9. A SOCIALIZATION MODEL
  10. 10. HOW ORGANIZATION CULTURES FORM
  11. 11. CULTURE’S FUNCTIONS
  12. 12. CULTURE’S LIABILITIES
  13. 13. HOW EMPLOYEES LEARN CULTURE? Stories Material symbols Language Rituals
  14. 14. CREATING AN ETHICAL ORGANIZATIONAL CULTURE Be a visible role model Communicating ethical expectations Provide ethical training Visibly reward ethical acts and punish unethical ones Provide protective mechanisms
  15. 15. CREATING A POSITIVE ORGANIZATIONAL CULTURE Building on employee strengths Rewarding more than punishing Emphasizing vitality and growth Limits of positive culture
  16. 16. WHAT IS SPIRITUALITY? Workplace spirituality recognizes that people have an inner life that nourishes and is nourished by meaningful work that takes place in the context of community.
  17. 17. WHY SPIRITUALITY? Workplace job satisfaction Lower turnover rate Better attendance rate Higher customer satisfaction Positive ethical values
  18. 18. CHARACTERISICS OF A SPIRITUAL ORGANISATION Strong sense of purpose Trust and respect Humanistic work practices Toleration of employee expression
  19. 19. CRITICISM OF SPIRITUALITY • There is a very little research on workplace spirituality Little research • There is clearly the potential for an emphasis on spirituality to make some employees uneasy Make some employees uneasy • The issue of whether spirituality and profits are compatible objectives is certainly relevant for managers and investors in business Whether spirituality and profits are compatible
  20. 20. CONCLUSION
  21. 21. THANK YOU

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