CHARACTERISTICS TYPES FUNCTIONS

1. BY: DR. RENU JAIN

2. • “The set of assumptions, values, beliefs that
are shared by an organization’s members.”
-Culture is shared.
-Culture helps members solve problems.
-Culture is taught to newcomers.
-Culture strongly influences behavior.

3. 1. Innovation and risk taking
2. Stability
3. People Orientation
4. Result Orientation
5. Easygoingness
6. Attention to detail
7. Team orientation

4. 1) Innovation and risk taking:
-Some organizations encourages its employees to be
innovative, create new ideas and take risks.
2) Stability:
-Some organizations emphasize on maintaining the status
quo. They prefer to maintain a stable work environment.
3) People Orientation:
-The degree to which management decisions take into
consideration the effect of outcomes on people within the
organization.
4) Result Orientation:
-The degree to which management focuses on results or
outcomes rather than the methods used to obtain results.

5. 5) Easygoingness:
-In some organizations the work atmosphere is
relaxed whereas in some organization the work
atmosphere is charged, aggressive and competitive.
6) Attention to detail:
-Degree to which employees are expected to show
precision, analysis and attention to detail.
7) Team orientation:
-Degree to which work activities are organized around
teams rather than individuals.

6. 1.Dominant
culture
2.Subcultures

7. • Dominant culture expresses the core values
that are shared by a majority of the
organization’s members.
• For example: People originating from Europe,
particularly Britain, have held power since the
founding of this country, the Anglo European
Christian culture is the dominant culture of the
United States.

8. • Subculture tend to develop in large
organizations to reflect common problems,
situations, or experiences.
• For example: There are many “local” cultures in
one organization. It means each culture is
divided into different parts, such as levels,
branches, professional, regional, national and
other groups. They can co-exist under the roof
of general culture.

9.  Boundary defining Role:
-It has boundary defining role which creates distinctions
between one organization and others.
 Sense of Identity:
-It conveys a sense of identity for organization members.
 Commitment:
-Culture acts as a source Collective Commitment which
facilitates the generation of commitment to something
larger than one’s individual self-interest.

10.  Stability of Social System:
-Culture enhances the stability of social system by
providing appropriate standards for what employees
should do and say.
 Shared Meaning and Control Mechanism:
-Culture serves as a sense-making and control
mechanism that guides and shapes the attitudes and
behaviors of employees.

12.  Pre selection: to appoint individuals who fits into
organizational culture.
 Top management: The actions of top management play a
major role on the organization’s culture by establishing
norms that filter down through the organization.
 Socialization: enculturation process by which learn the
culturally accepted values, beliefs and behavior.
 Incorporation/ Rejection: depends on socialization process
whether member is accepted by the work group or has loss
key of goal, value and assumption.

14. 1. Ethics in Workplace.
2. Developing a Customer Responsive
Culture
3. Importance of Spirituality

15. • Be a visible role model.
• Communicate ethical expectations.
• Provide ethical training.
• Visibly reward ethical acts and punish
unethical once.
• Provide protective mechanism.

16.  Types of employees
 Low formalization
 Widespread use of empowerment
 Good listening skills
 Role clarity
 Employees who exhibit organizational citizenship
behavior

17. • Spirituality-employees have a personal or
inner life that nourished by performing
relevant, meaningful, and challenging work.
• Workplace spirituality is not the same as
religion.
• Spirituality is a path, is personal and private,
contains elements of many religions, and
points to a person’s self-inquiry.

18. “When we’re trying to understand our ‘users’ and
‘customers,’ we have to remember that they’re
people just like us, and just like us they regularly
cross understood boundaries and categories…
People are inconsistent, often inarticulate, and they
challenge social and cultural boundaries in
unexpected ways.”