HR: Organisational Culture


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BSc Seminar conducted by my colleague and I as a part of the course.

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HR: Organisational Culture

  1. 1. Organisational Culture Jason & Benny
  2. 2. <ul><li>“ Believing with Max Weber that man is an animal suspended in webs of significance he himself has spun, I take culture to be those webs.” </li></ul><ul><li>Clifford Geertz, 1973 </li></ul>
  3. 3. L E A R N I N G O B J E C T I V E S <ul><li>Understand the role of organisational culture </li></ul><ul><li>Dominant, culture/sub-cultures </li></ul><ul><li>Organisational socialisation </li></ul><ul><li>How to manage cross-cultural differences using technology. </li></ul>
  4. 4. Organisational Culture/basic functions Provides a sense of identity for members Enhances commitment to the organisation’s mission Clarifies and reinforces standards of behavior
  5. 5. Core Organisational Values Reflected in Culture <ul><li>Sensitivity to needs of customers and employees </li></ul><ul><li>Freedom to initiate new ideas </li></ul><ul><li>Willingness to tolerate taking risks </li></ul><ul><li>Openness to communication options </li></ul>
  6. 6. <ul><li>“ Culture is to the organization what personality is to the individual –a hidden, yet unifying theme that provides meaning, direction, and mobilization.” </li></ul><ul><li>(Kilmannet al., 1985) </li></ul>What Is Organisational Culture?
  7. 7. What Is Organisational Culture? <ul><li>Characteristics </li></ul><ul><li>Innovation and risk taking </li></ul><ul><li>Attention to detail </li></ul><ul><li>Outcome orientation </li></ul><ul><li>People orientation </li></ul><ul><li>Team orientation </li></ul><ul><li>Aggressiveness </li></ul><ul><li>Stability </li></ul>
  8. 8. What Is Organisational Culture?
  9. 9. What do cultures do? Defines the boundary between one organisation and others Conveys a sense of identity for its members Facilitates the generation of commitment to something larger than self-interest Enhances the stability of the social system
  10. 10. How Organisation Cultures Form Philosophy of organisation’s founders Selection criteria Top Management Organisation culture Socialization
  11. 11. A Socialisation Model Socialisation Process Outcomes Prearrival Encounter Metamorphosis Productivity Commitment Turnover
  12. 12. Stages in the Socialisation Process
  13. 13. Activity
  14. 14. How Employees Learn Culture
  15. 15. Levels of Culture SCHEIN’S MODEL Edgar Schein (1985) Organizational Culture and Leadership John Wiley and Sons.
  16. 16. Courtesy of Oakley, Inc. Oakley, Inc.’s protective and competitive corporate culture is apparent in its building design and workspace. The building looks like a vault to protect its cherished product designs (eyewear, footwear, apparel and watches). Courtesy of Oakley, Inc.
  17. 17. gung ho!® <ul><li>New management tool </li></ul><ul><li>Human Resource Executive magazine recognised it as one of the Top Ten Training Programs </li></ul><ul><li>Gung Ho! is an an example of a modern 'packaged solution’ </li></ul><ul><li>Gung Ho! methodology is subject to licence and support </li></ul><ul><li>Gung Ho!® is a relatively recent licensed methodology for developing and improving organizational culture and performance. </li></ul><ul><li>The Gung Ho! approach focuses on </li></ul><ul><li>sharing of information </li></ul><ul><li>aligning purpose </li></ul><ul><li>values </li></ul><ul><li>goals of people and organization </li></ul><ul><li>frontline decision making responsibility </li></ul><ul><li>celebration of successes. </li></ul>
  18. 18. Do Organisations Have Uniform Cultures?
  19. 19. The Consequences and Implications of Organisational Culture A. J. DuBrin, Fundamentals of Organizational Behavior , Second Edition. Copyright © 2002 by South-Western. Productivity, Quality, and Morale Innovation Compatibility of Mergers and Acquisitions Person-Organization Fit Competitive Advantage and Financial Success Direction of Leadership Activity Organizational Culture
  20. 20. Summary <ul><li>OC reflected through values </li></ul><ul><li>Distinct </li></ul><ul><li>Heart and Soul </li></ul><ul><li>Leaders </li></ul><ul><li>Change and Manifest </li></ul>
  21. 21. References <ul><li>Huczynski, A.A., Buchanan, D.A. 2007, Organizational Behaviour: An Introductory Text[online] [online], Pearson Education, Available from: [Accessed: 21.11.2009] </li></ul><ul><li>Mullins, L.J. 2001, Hospitality Management & Organizational Behavior[online] [online], Longman Group, United Kingdom, p.56-70, Available from: [Accessed: 21.11.2009] </li></ul><ul><li>Florence, B., Brownell, J. 2008, Organizational Behavior for the Hospitality Industry[online] [online], Prentice Hall, Available from: [Accessed: 21.11.2009] </li></ul><ul><li>Blanchard, K. 2000, gung ho!® - ken blanchard's organizational development system [online], Available from: [Accessed: 22.11.2009] </li></ul><ul><li>, S.H 2008, What is Organizational Behaviour? [online], Available from: [Accessed: 20.11.2009]. </li></ul><ul><li>Alvesson, M 2002, Understanding organizational culture : Organizational Culture Series , SAGE, London </li></ul><ul><li>  </li></ul><ul><li>Schein, H.E 2004, Organizational culture and leadership : The Jossey-Bass business & management series. Jossey- Bass social and behavioral science series, J-B US non-Franchise Leadership [online], John Wiley ^ Sons, Available from: [Accessed: 20.11.2009] </li></ul><ul><li>Unknnown Author 2009, Three Levels of Culture : Defining organizational culture [online], Available from: [Accessed: 18.11.2009 </li></ul>
  22. 22. What Organisational Culture Shouldn’t be !
  23. 23. Thank You !