Organizational Culture Dynamics (Organizational Management)Manu Alias
A presentation on Organizational culture dynamics and it's characteristics, importance, role, types, etc. It also talks about the corporate culture and it's features.
Organizational Culture Dynamics (Organizational Management)Manu Alias
A presentation on Organizational culture dynamics and it's characteristics, importance, role, types, etc. It also talks about the corporate culture and it's features.
Organizational Culture
A common perception held by the organization’s members; a system of shared meaning.
Characteristics:
Innovation and risk taking
Attention to detail
Outcome orientation
People orientation
Team orientation
Aggressiveness
Stability
Do Organizations Have Uniform Cultures?
What Is Organizational Culture? (cont’d)
What Do Cultures Do?
How Culture Begins?
Keeping Culture Alive
Stages in the Socialization Process
How Employees Learn Culture
Creating An Ethical Organizational Culture
Creating a Customer-Responsive Culture..
Critically examine the concept of organizational culture and evaluate its significance on organizational behavior within the Aster Group-
According to Mullins, (2010) Organizational culture is the pattern of values, norms, customs, beliefs, attitudes assumptions and strategies that shape how Aster group deliver its housing services to the people. Aster group culture was based on the promise of improving homes to modern standards whilst keeping rents stable. Other key organizational culture identified in the Aster group included; efficiency, effectiveness, initiative, care, confidence, entrepreneurial, pacesetting, track record, ambitious, adventurous, proactive, innovative and teamwork.
Aster’s organizational leaders developed organization culture over time aiming to focus the organization to the particular goals and objectives while performing its objectives.
Organizational Culture
A common perception held by the organization’s members; a system of shared meaning.
Characteristics:
Innovation and risk taking
Attention to detail
Outcome orientation
People orientation
Team orientation
Aggressiveness
Stability
Do Organizations Have Uniform Cultures?
What Is Organizational Culture? (cont’d)
What Do Cultures Do?
How Culture Begins?
Keeping Culture Alive
Stages in the Socialization Process
How Employees Learn Culture
Creating An Ethical Organizational Culture
Creating a Customer-Responsive Culture..
Critically examine the concept of organizational culture and evaluate its significance on organizational behavior within the Aster Group-
According to Mullins, (2010) Organizational culture is the pattern of values, norms, customs, beliefs, attitudes assumptions and strategies that shape how Aster group deliver its housing services to the people. Aster group culture was based on the promise of improving homes to modern standards whilst keeping rents stable. Other key organizational culture identified in the Aster group included; efficiency, effectiveness, initiative, care, confidence, entrepreneurial, pacesetting, track record, ambitious, adventurous, proactive, innovative and teamwork.
Aster’s organizational leaders developed organization culture over time aiming to focus the organization to the particular goals and objectives while performing its objectives.
After studying this presentation, you should be able to Define organizational culture and describe its common characteristics. And many more points. and i think i have coverd all points.*
Organisational culture as a Determinant of organisational developmentinventionjournals
International Journal of Engineering and Science Invention (IJESI) is an international journal intended for professionals and researchers in all fields of computer science and electronics. IJESI publishes research articles and reviews within the whole field Engineering Science and Technology, new teaching methods, assessment, validation and the impact of new technologies and it will continue to provide information on the latest trends and developments in this ever-expanding subject. The publications of papers are selected through double peer reviewed to ensure originality, relevance, and readability. The articles published in our journal can be accessed online.
Unit 8 - Information and Communication Technology (Paper I).pdfThiyagu K
This slides describes the basic concepts of ICT, basics of Email, Emerging Technology and Digital Initiatives in Education. This presentations aligns with the UGC Paper I syllabus.
Operation “Blue Star” is the only event in the history of Independent India where the state went into war with its own people. Even after about 40 years it is not clear if it was culmination of states anger over people of the region, a political game of power or start of dictatorial chapter in the democratic setup.
The people of Punjab felt alienated from main stream due to denial of their just demands during a long democratic struggle since independence. As it happen all over the word, it led to militant struggle with great loss of lives of military, police and civilian personnel. Killing of Indira Gandhi and massacre of innocent Sikhs in Delhi and other India cities was also associated with this movement.
Synthetic Fiber Construction in lab .pptxPavel ( NSTU)
Synthetic fiber production is a fascinating and complex field that blends chemistry, engineering, and environmental science. By understanding these aspects, students can gain a comprehensive view of synthetic fiber production, its impact on society and the environment, and the potential for future innovations. Synthetic fibers play a crucial role in modern society, impacting various aspects of daily life, industry, and the environment. ynthetic fibers are integral to modern life, offering a range of benefits from cost-effectiveness and versatility to innovative applications and performance characteristics. While they pose environmental challenges, ongoing research and development aim to create more sustainable and eco-friendly alternatives. Understanding the importance of synthetic fibers helps in appreciating their role in the economy, industry, and daily life, while also emphasizing the need for sustainable practices and innovation.
Safalta Digital marketing institute in Noida, provide complete applications that encompass a huge range of virtual advertising and marketing additives, which includes search engine optimization, virtual communication advertising, pay-per-click on marketing, content material advertising, internet analytics, and greater. These university courses are designed for students who possess a comprehensive understanding of virtual marketing strategies and attributes.Safalta Digital Marketing Institute in Noida is a first choice for young individuals or students who are looking to start their careers in the field of digital advertising. The institute gives specialized courses designed and certification.
for beginners, providing thorough training in areas such as SEO, digital communication marketing, and PPC training in Noida. After finishing the program, students receive the certifications recognised by top different universitie, setting a strong foundation for a successful career in digital marketing.
Read| The latest issue of The Challenger is here! We are thrilled to announce that our school paper has qualified for the NATIONAL SCHOOLS PRESS CONFERENCE (NSPC) 2024. Thank you for your unwavering support and trust. Dive into the stories that made us stand out!
Macroeconomics- Movie Location
This will be used as part of your Personal Professional Portfolio once graded.
Objective:
Prepare a presentation or a paper using research, basic comparative analysis, data organization and application of economic information. You will make an informed assessment of an economic climate outside of the United States to accomplish an entertainment industry objective.
Francesca Gottschalk - How can education support child empowerment.pptxEduSkills OECD
Francesca Gottschalk from the OECD’s Centre for Educational Research and Innovation presents at the Ask an Expert Webinar: How can education support child empowerment?
How to Make a Field invisible in Odoo 17Celine George
It is possible to hide or invisible some fields in odoo. Commonly using “invisible” attribute in the field definition to invisible the fields. This slide will show how to make a field invisible in odoo 17.
2. Chapter Learning Objectives
After studying this chapter, you should be able to:
– Define organizational culture and describe its common
characteristics.
– Compare the functional and dysfunctional effects of organizational
culture on people and the organization.
– Identify the factors that create and sustain an organization’s
culture.
– Show how culture is transmitted to employees.
– Demonstrate how an ethical culture can be created.
– Describe a positive organizational culture.
– Identify characteristics of a spiritual culture.
– Show how national culture may affect the way organizational
culture is transported to a different country.
3. Organizational Culture
Organizational Culture
– A common perception held by the organization’s members; a
system of shared meaning
– Seven primary characteristics
1. Innovation and risk taking
2. Attention to detail
3. Outcome orientation
4. People orientation
5. Team orientation
6. Aggressiveness
7. Stability
E X H I B I T 17-1
4. Do Organizations Have Uniform Cultures?
Culture is a descriptive term: it may act as a substitute
for formalization
Dominant Culture
– Expresses the core values that are shared by a majority of the
organization’s members
Subcultures
– Minicultures within an organization, typically defined by
department designations and geographical separation
Core Values
– The primary or dominant values that are accepted throughout
the organization
Strong Culture
– A culture in which the core values are intensely held and
widely shared
5. What Do Cultures Do?
Culture’s Functions
1. Defines the boundary between one organization
and others
2. Conveys a sense of identity for its members
3. Facilitates the generation of commitment to
something larger than self-interest
4. Enhances the stability of the social system
5. Serves as a sense-making and control
mechanism for fitting employees in the
organization
6. Culture as a Liability
Institutionalization
– A company can become institutionalized where it is valued
for itself and not for the goods and services it provides
Barrier to change
– Occurs when culture’s values are not aligned with the values
necessary for rapid change
Barrier to diversity
– Strong cultures put considerable pressure on employees to
conform, which may lead to institutionalized bias
Barrier to acquisitions and mergers
– Incompatible cultures can destroy an otherwise successful
merger
7. How Culture Begins
Stems from the actions of the founders:
– Founders hire and keep only employees who think and feel
the same way they do.
– Founders indoctrinate and socialize these employees to their
way of thinking and feeling.
– The founders’ own behavior acts as a role model that
encourages employees to identify with them and thereby
internalize their beliefs, values, and assumptions.
8. Stages in the Socialization Process
Prearrival
– The period of learning prior to a new employee joining the
organization
Encounter
– When the new employee sees what the organization is really like
and confronts the possibility that expectations and reality may
diverge
Metamorphosis
– When the new employee changes and adjusts to the work, work
group, and organization
E X H I B I T 16-2
9. Socialization Program Options
Choose the appropriate alternatives:
– Formal versus Informal
– Individual versus Collective
– Fixed versus Variable
– Serial versus Random
– Investiture versus Divestiture
Socialization outcomes:
– Higher productivity
– Greater commitment
– Lower turnover
E X H I B I T 16-3
Source: Based on J. Van Maanen, “People Processing: Strategies of Organizational Socialization,” Organizational Dynamics, Summer 1978, pp. 19–
36; and E. H. Schein, Organizational Culture,” American Psychologist, February 1990, p. 116.
10. Summary: How Organizational Cultures Form
Organizational cultures are derived from the founder
They are sustained through managerial action
E X H I B I T 16-4
11. How Employees Learn Culture
Stories
– Anchor the present into the past and provide explanations
and legitimacy for current practices
Rituals
– Repetitive sequences of activities that express and reinforce
the key values of the organization
Material Symbols
– Acceptable attire, office size, opulence of the office
furnishings, and executive perks that convey to employees
who is important in the organization
Language
– Jargon and special ways of expressing one’s self to indicate
membership in the organization
12. Creating an Ethical Organizational Culture
Characteristics of Organizations that Develop High
Ethical Standards
– High tolerance for risk
– Low to moderate in aggressiveness
– Focus on means as well as outcomes
Managerial Practices Promoting an Ethical Culture
– Being a visible role model
– Communicating ethical expectations
– Providing ethical training
– Rewarding ethical acts and punishing unethical ones
– Providing protective mechanisms
13. Creating a Positive Organizational Culture
Positive Organizational Culture
– A culture that:
• Builds on employee strengths
– Focus is on discovering, sharing, and building on the
strengths of individual employees
• Rewards more than it punishes
– Articulating praise and “catching employees doing
something right”
• Emphasizes individual vitality and growth
– Helping employees learn and grow in their jobs and
careers
Limits of Positive Culture:
– May not work for all organizations or everyone within them
14. Spirituality and Organizational Culture
Workplace Spirituality
– The recognition that people have
an inner life that nourishes and is
nourished by meaningful work
that takes place in the context of
the community
– NOT about organized religious
practices
People seek to find meaning and
purpose in their work.
15. Why Spirituality Now?
– As a counterbalance to the pressures and stress of a turbulent
pace of life and the lack of community many people feel and
their increased need for involvement and connection.
– Job demands have made the workplace dominant in many
people’s lives, yet they continue to question the meaning of
work.
– The desire to integrate personal life values with one’s
professional life.
– An increasing number of people are finding that the pursuit
of more material acquisitions leaves them unfulfilled.
E X H I B I T 16-5
16. Characteristics of a Spiritual Organization
Concerned with helping people develop and reach their
full potential
Directly addresses problems created by work/life
conflicts
Four characteristics of spiritual organizations:
1. Strong sense of purpose
2. Trust and respect
3. Humanistic work practices
4. Toleration of employee expression
17. Criticisms of Spirituality
What is the scientific foundation?
– It is still pending: needs more research
Are spiritual organizations legitimate – do they have
the right to impose values on employees?
– Spirituality is not about God or any religious values
– It is an attempt to help employees find meaning and value in
their work
Are spirituality and profits compatible?
– Initial evidence suggests that they are
– Spirituality may result in greater productivity and
dramatically lower turnover
18. Global Implications
Organization cultures, while strong, can’t ignore local
culture
Managers should be more culturally sensitive by:
– Adjusting speech to cultural norms
– Listening more
– Avoiding discussions of controversial topics
All global firms (not just U.S. firms) need to be more
culturally sensitive
19. Culture as an Intervening Variable
Employees form an overall subjective perception of the
organization based on these objective factors:
The opinions formed affect employee performance and
satisfaction.
E X H I B I T 16-6
20. Summary and Managerial Implications
Strong cultures are difficult for managers to change
– In the short run, strong cultures should be considered fixed
Selecting new hires that fit well in the organizational
culture is critical for motivation, job satisfaction,
commitment, and turnover
Socialization into the corporate culture is important
As a manager, your actions as a role model help create
the cultural values of ethics, spirituality, and a positive
culture
Editor's Notes
Organizational culture is an important concept in studying how organizations behave. Culture has significant impact on how individuals interpret the impact of their behavior and make decisions about their actions. Culture is defined as a common perception held by the members of the organization or a sense of shared meaning.
Cultures have 7 primary characteristics that define the organization. They are: innovation and risk taking, attention to detail, outcome orientation, people orientation, team orientation, aggressiveness, and stability.
There are several different groupings that most cultures fit into. These groups describe the organization in an effort to help increase the understanding of how an organization works. There are different aspects of culture that need to be defined to help lay a foundation for understanding what culture is.
Dominant culture is the core values that are shared by the majority of employees in the organization.
Subcultures are when there are a variety of different cultures within the organization. These subcultures typically are divided by department and/or geographical separation.
Core values are the primary values that most people in the organization accept.
A strong culture is one in which the core values are intensely held and shared by most.
These definitions are key components of a culture and will help you further understand organizational culture.
Cultures take on distinct functions. Some of the things that cultures do are defining the boundary between one organization and others. They also convey a sense of identity for the members of the organization. If the cultures are strong, they can facilitate a continuous commitment to something larger than self-interest over an extended period of time. Cultures also help people know what to expect in the organization and can thereby enhance the stability of the social system. Through doing this, it can also serve as a sense-making and control mechanism for fitting employees into the organization.
Culture can also be a hindrance to an organization. A company can become institutionalized when people value the organization more than what they provide. When cultures are strong, they can become a barrier to change as their values may not align with the values needed to embrace or facilitate the change. Cultures that may pressure employees to conform can be a barrier to hiring, developing, and promoting a diverse workforce. Finally, if a merger or acquisition occurs, one of the most difficult things to do is to merge the two cultures, causing many mergers to fail.
Cultures start from the very beginning of the organization with the founders. Founders will tend to hire and keep employees who view things in a similar fashion. They will also try to get employees to think about things the way they do and socialize them to their point of view and ways of doing things. This is done so that the founders’ behavior will become the behavior to model after in order to succeed in the organization and to fit in.
The socialization process involves a few steps. The employee will learn about the organization through literature, interviews, and other people in the prearrival stage. Once the employee starts interacting with other employees, they enter the encounter stage where they see what the organization is really like. In this stage often their expectations are measured against the reality and sometimes they do not align. The third stage is called metamorphosis, when the new employee adjusts to the organization and their work.
There are a number of possible socialization programs. Each organization needs to select one that best fits their culture. When the socialization process matches an organization’s culture, they have positive outcomes including higher productivity, greater commitment, and lower turnover.
Organizational cultures begin with the founder of the organization, continue through the hiring of people who see things similarly, and are enforced through top management and socialization.
Employees learn the organizational culture through a number of avenues. They can gain an understanding of culture by hearing stories that present the past and provide explanations for current practices. Rituals, or repetitive sequences of activities, can reinforce the key values of the organization and provide insight into the culture. Material symbols such as dress codes, formal or informal, office size or style, and perks for key employees can denote who is important in an organization.
Language is another way to learn about organizational culture as employees will express themselves in certain ways to indicate membership in the organization.
As cultures are created, it is important to incorporate ethics into the cultural norms from the very beginning. Certain characteristics will help develop high ethical standards, such as a high tolerance for risk, so people are not afraid to make mistakes; low to moderate in aggressiveness so that unethical behaviors are avoided and a focusing on the means as well as the outcomes so that ethics is embedded in both.
A positive organizational culture is one that builds on employee strengths so that employees can develop and grow. It also rewards more than it punishes so employees are not afraid to try new things and feel good about what they are contributing. Finally, it emphasizes individual vitality and growth so that employees are operating at full potential.
Spirituality also impacts organizational culture. Spirituality in the workplace is the recognition that people have an inner life that will help them be better workers and by doing meaningful work they will have a fuller life. It is not about organized religious practices.
Spirituality is especially important now as people need a counterbalance to the pressures and stress of the busyness of life. Often spirituality allows the employee to fulfill all aspects of their lives – body, mind, and spirit. Although the workplace is the dominant influence in people’s lives, they are not willing to accept purposeless work. They want to be able to incorporate their values into their work. More and more people realize that material possessions do not fulfill their needs. Therefore, a holistic approach to life – body, mind, and spirit – is essential and organizations will help their employees have fuller lives if they recognize this approach.
A spiritual organization will have a number of characteristics that help their employees reach their full potential and help them deal with work/life conflicts. These include:1. Strong sense of purpose
Trust and respect
Humanistic work practices
Toleration of employee expression
There are a number of criticisms of incorporating spirituality in the workplace. The critics are calling for the research that supports the assertion that organizations are more successful when they allow for or promote spirituality. Also, people are asking if the organizations hold the right to impose values on their employees. Although spirituality is not about God or religious values and is more about helping employees find meaning and value in their work, the two may be confused or intertwined at times. Finally, critics wonder if spirituality and profits are compatible. Initial research shows that spirituality allows for greater productivity and dramatically lower turnover, indicating that spirituality helps to increase profits.
Organizational culture still exists within a local culture and that can’t be ignored. It is important that managers increase their ability to become more culturally sensitive through active listening, adjusting communication to the culture in which they are operating, and avoiding controversial topics in their discussions.
It is important to keep in mind that employees will form a perception of the organization based on things they observe. These opinions will affect their performance and job satisfaction so it is important to pay attention to organizational culture and its impact on employee outcomes.
Cultures begin with the founders of the organization and are very difficult to change once they become embedded. In order to maximize employee outcomes, it is important to hire people who fit in the organization and help them become socialized into the corporate culture. Managers can reinforce culture through their actions.