The document discusses HRD culture and its importance in organizations. It defines HRD culture and organizational culture. It outlines the significance of culture for communication and efficiency. It describes four common types of cultures - authoritarian, participative, mechanistic, and organic. Finally, it discusses how culture is learned through stories, rituals, symbols, and language in the organization.

1. HRD CULTURE
• Presented By:
Suleman Ali Malik
Email:
sulemanali7563@gmail.com

2. Presentation Flow
1. Introduction
2. Ideal characteristics of HRD culture
3.Significance of culture
4. Types of culture
5. Values to examine the developed profile of an
HRD culture
6. How employees learn HRD culture
7. Conclusion

4. • Human Resource Development (HRD) is the framework for helping employees
develop their personal and organizational skills, knowledge, and abilities.
OR
HRD in the organizational context is a process by which the employees of an
organization are helped in a continuous , planned way to:
“Acquire or sharpen capabilities required to perform various functions associated with
their present or expected future roles”.
INTRODUCTION TO HRD:

5. Organizational or Corporate culture
Organizational or Corporate culture is the pattern of values, norms,
beliefs, attitudes and assumptions that may not have been articulated
but shape the ways in which people in organizations behave and things get
done.
‘Values’ refer to what is believed to be important about how people and
organizations behave.
‘Norms’ are the unwritten rules of behavior .

7. Significance of culture
• Organizational culture offers a shared system of meanings which is the basis
for communications and mutual understanding.
• If these functions are not fulfilled in a satisfactory way, culture may
significantly reduce the efficiency of an organization.

9. Authoritarian culture
• There is a centralization of power with the
leader and obedience to orders and discipline are
stressed.
• It is assumed that leader know what is
good for the HRD and always acts in its
interest

10. Participative culture
• Tends to emerge where most HRD members see
themselves as equals and take part in decision-making.

11. Mechanistic culture
• This culture exhibits the values of
bureaucracy.
• Authority flows down from the top
of the HRD to the lower levels.
• It resist change and innovation.

12. Organic culture
• Emphasis on task
accomplishment, team
work and free flow of
communication.
• There is flexibility, change and
innovation.

13. Sub-culture and Dominant culture
• Dominant culture in
an organization demonstrates a shared value at its
core.
• Every organization has a dominant culture,
which is unique to that organization and provides
its members with boundaries and guidelines that
shape their behavior.

14. • Subculture is a group of people with a
culture (whether distinct or hidden) which
differentiates them from the larger culture
to which they belong.
• HRD culture emerges when there is an
integration of all departments (subculture)
into a whole

16. 1.Openness:
Where people feel free to express their ideas, opinions and
feeling to each other irrespective of their level, designation etc.
2. Collaboration:
• Where people are eager to help each other.
• There is spirit of sacrifice for the sake of each other
and larger goals.
3.Trust and trustworthiness:
People believing each other and acting on the basis of verbal
message and instructions without having to wait for written
instructions or explanations

17. 4. Authenticity:
• Speaking the truth fearlessly and keeping up the promises made.
• They never promise or commit to things just to please other.
5. Proactive:
• Promotes initiative and exploration on the part of all employees.
• Encourages every one to take initiative and make thing happen.

18. 6. Autonomy:
• Every role-holder in the organization , irrespective of his level,
has some scope to use discretion in his job.
• There should be scope to choose one’s activities and role.
7. Confrontation:
• Facing issue squarely.
• People can be relied upon to treat issues not as a personal
assault but as focus areas needing improvement.

20. Stories
Organizational "stories" typically contain a narrative of significant events
or people including such things as the organization's founders, rule
breaking, reactions to past mistakes, and so forth.

21. Rituals
Corporate rituals are repetitive sequences of activities that express and
reinforce the values of the organization, what goals are most important,
and which people are important.

22. Material Symbols
Material symbols conveys to employees who is important, the degree
of equality desired by top management, and the kinds of behavior that
are expected and appropriate.
Examples of material symbols include the layout of an organization's
facilities, how employees dress, the types of automobiles provided to
top executives, and the availability of corporate aircraft.

23. Language
Many organizations and units within organizations use language as a way
to identify and unite members of a culture. By learning this language,
members attest to their acceptance of the culture and their willingness to
help preserve it.
For instance, Microsoft employees have their own unique vocabulary:
The term work judo is used to mean the art of deflecting a work
assignment to someone else without making it appear that you're avoiding
it.

24. Conclusion
• The culture of any organization
has a tremendous impact on its
success and therefore, culture
building is a critical
function.