Org. culture,1
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Organizational culture refers to the shared behaviors, assumptions, and values of an organization. It includes visible elements like symbols, language, and norms as well as deeper elements like beliefs and basic assumptions. An organization's culture affects how people within the organization interact with each other and outside stakeholders. There are multiple levels of culture, from surface-level artifacts to deeper values and basic underlying assumptions. There are also different types of organizational cultures, including power cultures centered around a strong central leader, role cultures based on functions and rules, task cultures focused on goals and projects, and person cultures that prioritize individual autonomy. A company typically has a mix of these cultural types within its different areas.
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Organizational culture is defined as the shared assumptions, values, and beliefs of an organization that guide employee behavior. An organization's culture is formed by its founders and leaders and is transmitted to employees through stories, rituals, symbols, language, and ceremonies. A strong organizational culture can promote commitment and innovation but may also act as a barrier to change and diversity. Cultural change involves unfreezing the current culture, moving to a new culture, and refreezing the changes through reinforcement.
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Organizational culture refers to the shared values, beliefs, and norms that characterize how an organization functions. In schools, organizational culture provides a sense of identity and influences standards of behavior. There are different levels of organizational culture, including tacit assumptions, shared values, and observable norms. Edgar Schein's model outlines three levels - basic assumptions, espoused values, and artifacts. Organizational culture plays important functions like creating distinctions between organizations, facilitating commitment, and enhancing stability. A school's culture is shaped by factors like relationships between colleagues and students.
BMSC18303-OB- DecModule pptx.pptx
This document discusses organizational culture and defines it as the underlying values, beliefs, and practices shared by members of an organization that distinguish it from other organizations. It notes that culture is learned rather than inherited, and identifies key factors that influence and develop organizational culture, such as leaders, critical incidents, rewards systems, and recruitment practices. The document also outlines different types of organizational cultures, such as power, role, task, and person-oriented cultures, and explains how culture manifests itself in organizational behavior through corporate values, climate, and management style.
Hrd culture
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.
Essay no. 2
Organizational culture refers to the shared assumptions, values and beliefs that govern how employees behave within an organization. These shared values have a strong influence on employee behavior and dictate how they dress, act and perform their jobs. Every organization develops a unique culture that provides guidelines for member behavior.
Edgar Schein's model of organizational culture identifies three levels - artifacts (visible behaviors and attributes), espoused values, and basic underlying assumptions. Understanding culture at the deepest, underlying assumption level can help explain paradoxical behaviors and the difficulty of cultural change within organizations. Adaptive cultures that pay attention to customers and initiate change perform better than unadaptive cultures. Maintaining a cooperative culture where members share values and perform assigned tasks is
Essay no. 2
Organizational culture refers to the shared assumptions, values, and beliefs that govern how employees behave within an organization. These shared values have a strong influence on employee behavior and dictate how they dress, act, and perform their jobs. Every organization develops a unique culture that provides guidelines for member behavior. Culture is difficult to change as it can outlast products, leadership, and other attributes of an organization.
Organization culture and climate
Cross-cultural organizational behavior is the study of how culture relates to behaviors and processes in organizations across cultures. It examines phenomena at the individual, group, and organizational levels and how they interact across cultures. Understanding cultural differences is important for effective cross-cultural communication and management. Hofstede's model of culture identifies factors like power distance, individualism, and uncertainty avoidance that influence organizational culture and employee behaviors differently across cultures. Managing cross-cultural challenges requires understanding different communication styles, cultural values, and effective cross-cultural communication strategies.
A comperative study of organizational culture of sbi, icici, hdfc bank
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Organizational Culture
Organizational culture refers to the shared values, beliefs, and behaviors of members of an organization. A strong organizational culture can attract and retain talent, engage employees, create energy and momentum, and make everyone more successful. Culture is learned through stories, rituals, symbols, and language within the organization. Founders and top management play important roles in establishing and maintaining an organization's culture through selection practices, actions, and socialization of new employees. While difficult to change, understanding organizational culture is important for managing change within a company.
Organization culture
Organizational culture refers to the shared values, beliefs, and assumptions that develop within an organization over time. It provides a sense of identity for members and enhances commitment to the organization's mission. A strong organizational culture is one in which core values are intensely held and widely shared. Culture is learned through artifacts, espoused values, and underlying assumptions. While most members share the dominant culture, subcultures may also form around different experiences or departments. Maintaining culture involves selection practices, actions of top management, and socialization of new employees. Organizational climate refers to current patterns of behavior and feelings in an organization, reflecting the shared perceptions of how things are done. It is shaped by and influences organizational culture.
3 c organizational behavior, development, culture paper final
This document discusses organizational behavior, culture, and development. It defines organizational behavior as looking at how structures, groups, and individuals impact behavior within an organization. Organizational culture refers to the collective behaviors and values that are shared within an organization. The author aims to understand the current culture of the Medical Radiography Program at their university in order to potentially create a culture shift. They conducted surveys of students and faculty and are working with a new administrative team to analyze the culture and determine how to influence behaviors and potentially change the culture. The document reviews various theories about organizational culture and attributes that define an organization's culture.
3 c organizational behavior, development, culture paper final
This document discusses organizational behavior, culture, and creating a culture shift within an organization. It begins by defining key terms like organizational behavior, culture, and development. It explores how cultures are formed and exist at various levels, from macro to micro. The document discusses how leadership plays a key role in both defining and shifting organizational culture. It analyzes theories of organizational culture and models for creating culture change, such as Lewin's three-step model of unfreezing, moving to a new level, and refreezing. The author seeks to understand the culture of their own organization, a medical radiography program, in order to strategically create a culture shift through leadership.
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This document discusses cultural diversity and multicultural teamwork. It begins by defining culture and explaining that culture consists of various learned behaviors and norms that are shared by a group of people. It then discusses different types of culture, including ideal culture (goals of a society), real culture (values actually implemented), material culture (physical objects used to define culture), and non-material culture (nonphysical ideas about culture). The document also outlines basic elements of culture, characteristics of culture, and describes cultural anthropology as the study of human cultural variation. Finally, it discusses how cultural anthropology relates to international business and the importance of understanding cultural differences in a business context.
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Define organizational Culture and explain how managers both create and are influenced by organizational culture.
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Table for Multiple PerspectivesModernismCritical TheorySymbolic InterpretivismPostmodernismOntologyObjectivism - Reality is out there whether we know it or not.Objectivism - Reality is out there whether we know it or not.Subjectivism - We construct reality and agree upon it.Reality is an illusion created by discourses.EpistemologyPositivism - Knowledge is discovered through scientific measurements and tests.Subjectivist - Knowledge is tainted by dominant ideology (dominant ideology refers mostly to modernist theories)Interpretivism - Knowledge is discovered by the interpretation of meanings (relative to time, place, individuals)Discourses (especially modernist theories and concepts) create the illusion of knowledge.TheoryObjective truths that govern organizationsUnmasking the "real" truths that are hidden by modernist theories.Truths are relative and context specific (Depends on the meanings produced at different time, place and by different people)Rejection and Challenge to modernist theories. Provides alternative interpretations to modernist understanding of organizations.MethodologyQuantitative methods and Deductive ApproachQualitative methods and Inductive Approach (Focus on historical analysis and discourse analysis)Qualitative methods and Inductive Approach (Focus on Ethnography)Discourse Analysis and DeconstructionModernism: Discovers truths that govvern organizations. These truths that are scientifically derived are superior to commonsense andspeculations and act as universal laws that are applicable to all organizations.Symbolic Interpretivism: Questions the universal claim of modernist theories (truths). Instead, "truths" concerning organizations are sociallyconstructed and context-specific, dependent on time/place/individuals.Critical Theory: Exposes the ideological nature of modernist theories (truths). Modernist theories privileges the management/elites by espousingvalues that aligns with that of the management/elites. Aims to unmasks hidden truths of modernist organization theories.Postmodernism: Challenges the dominant position of modernist theories (truths) as objective knowledge. Aims to deconstruct the universalassumptions of these modernist theories (truths) and provide alternative discourses that give voice to the marginalized.
RMIT University
Slide *
Organisational Culture
RMIT University
RMIT University
Slide *
Organisational Culture
Objectives:Assignment One
Review of course: Why are we doing this?
How can different perspectives help me in the future?
Introduce the concepts of culture, norms and values.
Discuss how these concepts relate to organisations.
Distinguish between contemporary theoretical approaches to organisational cultureModern Symbolic interpretiveCritical theoryPostmodern
RMIT University
Assignment One
The Question To Be Answered:
'What managers most often want to know about their organization's culture is how to change it......But what is recommended to managers on the basis of cu ...
Creating Corporate Culture
This document discusses creating and diagnosing organizational culture. It begins by defining organizational culture as the shared assumptions and beliefs that influence how an organization functions. Leaders play a key role in shaping culture through what they emphasize, reward, and role model. The document outlines different types of organizational cultures and how culture impacts decision-making and performance. It provides methods for diagnosing an organization's existing culture and introduces strategies leaders can use to establish and reinforce a new culture.
Organizational culture
Culture is the unique dominant pattern of shared beliefs, assumptions, values, and norms that shape the socialization, symbols, language and practices of a group of people.
Organizational Culture and Values
1. Present a concept of organisational culture.
2. Explain the role culture plays in organisational life.
3. Analyse how organisational culture impacts on company’s effectiveness.
Organisational culture and change management
Explains the aspects of organisational culture and change and how change can be managed in an organization.
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A comperative study of organizational culture of sbi, icici, hdfc bank
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Org. culture,1
- 2. • Organizational culture is the behavior of humans who are part of an organization and the meanings that the people attach to their actions. Culture includes the organization values, visions, norms, working language, systems, symbols, beliefs and habits. It is also the pattern of such collective behaviors and assumptions that are taught to new organizational members as a way of perceiving, and even thinking and feeling. Organizational culture affects the way people and groups interact with each other, with clients, and with stakeholders.
- 3. • Ravasi and Schultz (2006) state that organizational culture is a set of shared mental assumptions that guide interpretation and action in organizations by defining appropriate behavior for various situations. At the same time although a company may have their "own unique culture", in larger organizations, there is a diverse and sometimes conflicting cultures that co-exist due to different characteristics of the management team. The organizational culture may also have negative and positive aspects.
- 4. • Schein (2009), Deal & Kennedy (2000), Kotter (1992) and many others state that organizations often have very differing cultures as well as subcultures. • Organizational culture refers to culture in any type of organization be it school, university, notfor-profit groups, government agencies or business entities. In business, terms such as corporate culture and company culture are sometimes used to refer to a similar concept.
- 5. • Atkinson explains org.l culture as reflecting the underlying assumption about the way work is performed; what is acceptable and not acceptable; and what behaviour and actions are encouraged and discouraged. • A more detailed definition could be : the collection of traditions, values, policies, beliefs, and attitudes that constitute a pervasive context for everything we do and think in an org. • Culture is reinforced through the system of rites, and rituals, patterns of communication, the informal org, expected patterns of behaviour and perceptions of the psychological contract.
- 6. Levels of Culture Schine suggests a view of org.l culture based on distinguishing three levels of culture: 1. Artefacts 2. Values 3. Basic Underlying Assumptions
- 7. Level-1: Artefacts The most visible level of the culture is artefacts and creations – the constructed physical and social environment. This includes physical space and layout, the technological output, written and spoken language and the behaviour of group members.
- 8. Level – 2: Values Cultural learning reflects someone’s original values. Solutions about how to deal with a new task, issues or problems are based on convictions of reality. If the solution works the value can transform into a belief. Values and beliefs become part of the conceptual process by which group members justify actions and behaviour.
- 9. Level-3: Basic Underlying Assumptions When a solution to a problem works repeatedly it comes to be taken for granted. Basic assumptions are unconsciously held learned responses. They are implicit assumptions that actually guide behaviour and determine how group members perceive, think and feel about things. Schein suggests that the basic assumptions are treated as the essence – what culture really is, and values and behaviors are treated as observed manifestations of the cultures essence.
- 10. Types of Organizational Culture According to Harrison and Handy there are four main types of org.l cultures: 1. Power culture 2. Role Culture 3. Task Culture 4. Person Culture
- 11. 1. Power Culture power culture depends on a central power source with rays of influence from the central figure throughout the org. A power culture is frequently found in small entrepreneurial org.s and relies on trust, empathy and personal communications for its effectiveness. Control is exercised from the centre by the selection of key individuals. There are a few rules and procedures, and little bureaucracy. It is a political org with decisions taken largely on the balance of influence.
- 12. 2. Role Culture Role Culture is often stereotyped as a bureaucracy and works by logic and rationality. Role culture rests on the strength of strong org.l pillars – the functions of specialists in, for example, finance, purchasing and production.
- 13. 3. Task Culture Task culture is job-oriented or project oriented. It seeks to bring together the right resources and people, and utilities the unifying power of the group. Influence is widely spread and based more on expert power than on position or personal power.
- 14. 4. Person Culture Person Culture is where the individual is the central focus and any structure exists to serve the individuals within it. When a group of people decide that is in their own interests to band together to do their own thing and share office space, equipment or clerical assistance then the resulting organization would have a person culture. Ex: group of barristers, architects, doctors or consultants, etc. Although it is found in only a few org.s many individuals have a preference for person culture. Ex: university professors. Management hierarchies and control mechanisms are possible only by mutual consent. Individuals have almost complete autonomy and any influence over them is likely to be on the basis of personal power.
- 15. • Every org will have its own unique culture and most large businesses are likely to be something of a mix of cultures with examples of each of the four types in varying areas of the org. • Different people enjoy working in different types of org culture and they are more likely to be happy and satisfied at work if their attributes and personalities are consistent with the culture of that part of the org in which they are employed.