This document discusses organizational culture at multiple levels. It defines culture as shared values, assumptions, and beliefs that influence member behavior. Culture is reflected in artifacts, rituals, and underlying assumptions. Values and climate are also discussed as levels of culture. Climate represents how members experience an organization's culture. Several theories on organizational culture are presented, including Hofstede's cultural dimensions theory, which identifies power distance and individualism vs. collectivism as key dimensions. Schein's model of organizational culture identifies artifacts, values, and underlying assumptions as levels that comprise an organization's culture.

2. MULTI-LEVEL CONCEPT
 Culture is a multilevel concept:
Values
or
• Ethos
Climate Culture

3.  Values or Ethos-
Values or ethos are the fundamental character or
spirit of the culture, dominant assumptions of a
people or period.
 Climate- Perceived attributes of an organization as
it’s reflected the way it deals with its members,
groups or issues.
 Culture- The cumulative belief, values, underlying
assumptions and important phenomena as
reflected in artefacts, rituals etc.

4. ORGANIZATIONAL ETHOS
 OCTAPACE
Org.
Ethos
Opennes
s
Confront
ation
Trust
Authenti
city
Proactivi
ty
Autonom
y
Collabor
ation
Experiment
ation

5.  Openness- This is spontaneous expression of
feelings and thoughts and sharing of these without
defensiveness. Openness applies in both direction-
receiving and giving , both these openness related
to ideas, feed back and feelings.
 Confrontation: Employees face the problems and
work jointly with others concerned to find its
solution. They face the issues squarely without
hiding them or avoiding them for fear of hurting
each other.

6.  Trust: The extent to which employees individually
and in groups trust each other and can be relied
upon to do whatever they say they will do.
 Authenticity: The willingness of a person to
acknowledge the feelings he/she has, and to accept
the same in others.

7.  Proaction: Employees are action-oriented, willing
to take initiative and to show a high degree of
proactivity. They anticipate the issues and act or
respond to the needs of the future.
 Autonomy: The willingness to use power without
fear, and helping others to enjoy freedom to act
independently within the boundaries imposed by
their role/job.

8.  Collaboration: This involves working together and
using one another’s strength for a common cause.
Individuals, instead of solving their problems by
themselves, share their concerns with one another
and prepare strategies, work out plans of action
and implement them together.
 Experimentation: This involves emphasis given to
innovation and trying out new ways of dealing with
the problems in the organization.

9. ORG. CLIMATE & ORG. CULTURE
 Organizational culture is a system of shared
assumptions, values and beliefs that governs how
people behave in organizations. The culture of an
organization provides boundaries and guidelines that
help members of the organization know the correct way
to perform their jobs.
The culture of an organization is ingrained in the
behavior of the members of an organization and is very
difficult to change. For this reason, culture can be
thought of as the 'personality' of the organization. The
unique culture of an organization creates a distinct
atmosphere that is felt by the people who are part of the
group, and this atmosphere is known as the climate of
an organization. We define organizational climate as
how members of an organization experience the culture
of an organization.

10. Dimensions of
Organizational
Climate
Oritationen
Problem
Managemen
t
supervisio
n
Innovation
&
Change
Manageme
nt of
Rewards
Decision
Making
Communic
ation
Trust
Risk
Taking
Conflict
Mgmt
Mgmt
Of
mistakes
Interpersonal
Relationship
Dimension
of
Organizati
onal
Climate

11.  Orientation: This is the mail concern of the
members of an organization. If the dominant
orientation is to adhere to established rules, the
climate will be characterized by emphasis on
control, on the other hand, if the orientation is to
excel, the climate will be characterized by
achievement
 Interpersonal Relationship: This relation is
reflected the way formal groups are formed. If
groups are seen protecting their own interest, then
a kind of control is created, but when groups create
informal relations, the climate is seen more
congenial

12.  Supervision: If supervisors focus on helping the
subordinates to improve their personal skills then
the climate of extension motive is may result, if the
supervisors are more concerned in maintaining
good relationship with the subordinates then a kind
of affiliation motive may result.
 Problem Management: Problems can be seen as
challenges or irritants. They can either be solved by
one person or by making committee or can be
referred to a higher level. These different ways of
handling problems contribute to the creation of
organizational climate.

13.  Management of mistakes: A supervisor’s attitude
towards a subordinate’s mistakes contributes a lot
to influence the climate: which is generally of
annoyance, concern or tolerance.
 Conflict Management: The process of dealing with
conflicts contribute a lot to affect the organizational
climate.

14.  Communication: The process of communication is
c oncerned with the flow of information,
direction,disbursement etc.
 Decision making: Who makes the decision and
how the decisions are being made are relevant to
the establishment of a particular climate.
 Trust: The degree of trust or its absence affects a
lot, the issue who is trusted by the management
and to what degree is also relevant.

15.  Management of rewards: Rewards reinforce
specific behaviors, thereby arousing and sustaining
specific motives. Consequently, what is rewarded in
the organization influences the organizational
climate.
 Risk taking: How people respond to risks and
whose help is sought involving risk are important
determinants of organizational climate.
 Innovation and change: how change and
innovations are perceived and how change is
implemented are all critical to establish
organizational climate.

16. SIX TYPES OF ORGANIZATIONAL CLIMATE
BASED ON DOMINANT MOTIVE
Motives Characteristic Organization
Achievement (dominant concern for
excellence)
Industrial & Business Organization
Expert Power (concern for impact
through expertise)
University Departments, Scientific
Organizations
Control (concern for orderliness) Government Departments
Dependency (concern for
maintaining hierarchical order)
Traditional or One man org.
Extension (concern for relevance to
larger goals)
Community Service Organizations
Affiliation (concern for maintaining
good personal relation)
Clubs

17. WHAT IS CULTURE?
 “The set of habitual and traditional ways of thinking, feeling,
and reacting that are characteristic of the ways a particular
society meets its problems at a particular point in time" –
Kluckhohn
 “The collective programming of the mind which distinguishes
one group or category of people from another." -Geert
Hofstede
o “A pattern of shared basic assumptions that the group learned
as it solved its problems of external adaptation and internal
integration, that has worked well enough to be considered
valid and, therefore, to be taught to new members as the
correct way to perceive, think, and feel in relation to those
problems”- Edgar Schein.

18. TYPES OF ORGANIZATIONAL CULTURE

19. SOME OF THE MOST RELEVANT THEORIES
RELATED TO ORG CULTURE

20. Cross-cultural psychology has two broad
aims: to understand the differences
between human beings who come from
different cultural backgrounds, and to
understand the similarities between all
human beings. Kluckhohn And
Strodtbeck's (1961)Values
OrientationTheory proposes that all Human
societie must answer a
limited number of universal problems,that
the value-based solutions are limited in
number and universally
Known but that different cultures have
different preferences among them.

21. DIMENSIONS OF A COMPREHENSIVE
FRAMEWORK OF CULTURE

22. Schein
model
on Org
Culture

23. Artifacts
The first level is the characteristics of the organization which
can be easily viewed, heard and felt by individuals collectively
known as artifacts. The dress code of the employees, office
furniture, facilities, behavior of the employees, mission and
vision of the organization all come under artifacts and go a
long way in deciding the culture of the workplace.
2. Values
The next level according to Schein which constitute the
organization culture is the values of the employees. The
values of the individuals working in the organization play an
important role in deciding the organization culture. The thought
process and attitude of employees have deep impact on the
culture of any particular organization. What people actually
think matters a lot for the organization? The mindset of the
individual associated with any particular organization
influences the culture of the workplace.

24.  Assumed Values
The third level is the assumed values of the employees
which can’t be measured but do make a difference to
the culture of the organization. There are certain beliefs
and facts which stay hidden but do affect the culture of
the organization. The inner aspects of human nature
come under the third level of organization culture.
Organizations where female workers dominate their
male counterparts do not believe in late sittings as
females are not very comfortable with such kind of
culture. Male employees on the other hand would be
more aggressive and would not have any problems with
late sittings. The organizations follow certain practices
which are not discussed often but understood on their
own. Such rules form the third level of the organization
culture.

26. HOFSTEDE’S CULTURAL
DIMENSION THEORY

27.  Power distance index (PDI): The power distance
index is defined as “the extent to which the less
powerful members of organizations and institutions
(like the family) accept and expect that power is
distributed unequally.” In this dimension, inequality
and power is perceived from the followers, or the
lower level. A higher degree of the Index indicates
that hierarchy is clearly established and executed in
society, without doubt or reason. A lower degree of
the Index signifies that people question authority
and attempt to distribute power.[6]

28.  Individualism vs. collectivism (IDV): This index
explores the “degree to which people in a society
are integrated into groups.” Individualistic societies
have loose ties that often only relates an individual
to his/her immediate family. They emphasize the “I”
versus the “we.” Its counterpart, collectivism,
describes a society in which tightly-integrated
relationships tie extended families and others into
in-groups. These in-groups are laced with
undoubted loyalty and support each other when a
conflict arises with another in-group.[6][

29.  Uncertainty avoidance index (UAI): The
uncertainty avoidance index is defined as “a
society's tolerance for ambiguity,” in which people
embrace or avert an event of something
unexpected, unknown, or away from the status quo.
Societies that score a high degree in this index opt
for stiff codes of behavior, guidelines, laws, and
generally rely on absolute Truth, or the belief that
one lone Truth dictates everything and people know
what it is. A lower degree in this index shows more
acceptance of differing thoughts/ideas. Society
tends to impose fewer regulations, ambiguity is
more accustomed to, and the environment is more
free-flowing.

30.  Masculinity vs. femininity (MAS): In this dimension,
masculinity is defined as “a preference in society for
achievement, heroism, assertiveness and material
rewards for success.” Its counterpart represents “a
preference for cooperation, modesty, caring for the weak
and quality of life.” Women in the respective societies
tend to display different values. In feminine societies,
they share modest and caring views equally with men.
In more masculine societies, women are more emphatic
and competitive, but notably less emphatic than the
men. In other words, they still recognize a gap between
male and female values. This dimension is frequently
viewed as taboo in highly masculine societies.[

31.  Long-term orientation vs. short-term orientation
(LTO): This dimension associates the connection of
the past with the current and future
actions/challenges. A lower degree of this index
(short-term) indicates that traditions are honored
and kept, while steadfastness is valued. Societies
with a high degree in this index (long-term) views
adaptation and circumstantial, pragmatic problem-
solving as a necessity. A poor country that is short-
term oriented usually has little to no economic
development, while long-term oriented countries
continue to develop to a point.[6][7]

32.  Indulgence vs. restraint (IND): This dimension is
essentially a measure of happiness; whether or not
simple joys are fulfilled. Indulgence is defined as “a
society that allows relatively free gratification of
basic and natural human desires related to enjoying
life and having fun.” Its counterpart is defined as “a
society that controls gratification of needs and
regulates it by means of strict social norms.”
Indulgent societies believe themselves to be in
control of their own life and emotions; restrained
societies believe other factors dictate their life and
emotions.[6][7]