The document discusses how organizational culture is created and sustained. Culture is created by the founders' values and behaviors serving as role models for employees. It is sustained through selection practices that hire employees with compatible values, the actions of top management that establish norms, and socialization methods that adapt new employees to the existing culture. Socialization involves three stages - pre-arrival learning, encountering reality, and lasting changes as skills are mastered. Together, these factors shape the culture over time.

1. CREATING AND
SUSTAINING
ORGANIZATIONAL
CULTURE
Group 3

2. INTRODUCTION
 Organizational Culture is the totality of beliefs
Customs, traditions and values shared by the
members of the organization.
 Corporate culture can be looked at as a
system.
 It is important to consider culture while
managing
change in the organization.
 Culture can be both, as input and as output

3. Creating Corporate Culture
 The ultimate source of an organization‟s culture is
its founders.
 Culture creation occurs in three ways:
 Employees hire and keep employees with same
thinking
 They indoctrinate and socialize the employees
with the organization‟s thinking
 The founder‟s behavior acts as a role model for
the employees
 With the organizational success, the founder‟s
personality is embedded in the organizational
culture.

4. Sustaining Orgnizational
Culture
 Three forces play a particularly important part
in sustaining a culture:
• Selection practices
• Actions of top management
• Socialization methods

5. Profiles

6. Selection
 Explicit goal – identifying and hiring individuals
having knowledge, skills and abilities to
perform the jobs successfully.
 Individuals having values consistent with
those of the organization are selected as per
the decision maker‟s judgements.
 Selection becomes a „two-way street‟ as it
provides information about the organization to
the applicants.

7. Top Management
 The actions of top management establishes
the norms for the organization as to:
 Whether risk taking is desirable
 How much freedom managers should give to
their subordinates
 What actions will pay off in terms of pay
rises, promotions and other rewards, etc.

9. Socialization
 New employees are not familiar with the
organizational culture and are potentially likely to
disturb the existing culture.
 The process through which the employees are
proselytized about the customs and traditions of
the organization is known as socialization.
 It is the process of adaptation by which new
employees are to understand the basic values and
norms for becoming „accepted‟ members of the
organization.

10. Socialization Process

11. Socialization Process
 Socialization is a process made up of three
stages:
 Pre-arrival – The period of learning in the
socialization process occurs before a new
employee joins the organization
 Encounter - The new employee sees what the
organization is really like and confronts the
possibility that expectations and reality may
diverge.

12.  Metamorphosis - The relatively long-lasting
changes take place.
• The new employee masters the skills required
for the job, successfully performs the new
roles, and makes the adjustments to the work
group's values and norms.

13. How culture forms

14. Summary
 Founders philosophy Original culture
 influences in hiring criteria
 Top Management Organization Climate
 Acceptable behavior of employees
 General Climate

15. • New Employee
• Values
• Preconception
Selection
process
• Top management
preference
• Socialization process
• Employee Value
match
Constraints • Degree of Success
Socialize

16. Organization Culture Types: