The document discusses organizational culture and organizational development. It defines organizational culture as shared assumptions, values, and beliefs that govern employee behavior within an organization. It also describes characteristics of organizational culture like common language, work norms, and expectations. The document then discusses stages of group development including forming, storming, norming, performing, and adjourning. Finally, it outlines some advantages of group decision making like avoiding reliance on one individual, creating more acceptance of outcomes, and allowing expertise from various members to benefit decisions.

1. Irfaan Meera. E, Assistant Professor, SACAS
Organisational Behaviour –
Unit 5
By Irfaan Meera

2. Irfaan Meera. E, Assistant Professor, SACAS 2
SYLLABUS
UNIT V- Organizational culture and climate - Organizational
Development

3. Irfaan Meera. E, Assistant Professor, SACAS 3
Organisational Culture - Definition
➢ Organizational culture is a system of shared assumptions, values, and beliefs, which
governs how people behave in organizations.
➢ These shared values have a strong influence on the people in the organization and dictate
how they dress, act, and perform their jobs.
➢ Every organization develops and maintains a unique culture, which provides guidelines and
boundaries for the behavior of the members of the organization
https://www.youtube.com/watch?v=XMdBNZ1ck-s
https://www.youtube.com/watch?v=n_Cn8eFo7u8

4. Irfaan Meera. E, Assistant Professor, SACAS 4
Organisational Culture - Definition
•Organizational culture is a shared philosophy, ideology, value, assumption,
beliefs, hope, behavior and norms that is held in the organization
(Ralph Kilmann, 1985).

5. Irfaan Meera. E, Assistant Professor, SACAS 5
Organisational Culture - Definition
•According to Richard Perrin, “Organizational culture is the
sum of values and rituals which serve as a glue to integrate
the members of the organization.”

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7. Irfaan Meera. E, Assistant Professor, SACAS 7
Characteristics of Organisational Culture
1.Common Language and terminology
2.Work norms
3.Priorities
4.Expectations
5.Guidelines for new recruits

8. Irfaan Meera. E, Assistant Professor, SACAS 8
Types of Organisational Culture
1. Sub culture
2. Dominant Culture
3. Strong Culture
4. Weak culture
5. Authoritative culture
6. Participative Culture
7. National Culture

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STAGES OF GROUP DEVELOPMENT

10. Irfaan Meera. E, Assistant Professor, SACAS 10
STAGES OF GROUP DEVELOPMENT

11. Irfaan Meera. E, Assistant Professor, SACAS 11
1. Forming
➢ The first stage of group development is the forming stage.
➢ This stage presents a time where the group is just starting to come
together and is described with anxiety and uncertainty.
➢ Members are discreet with their behavior, which is driven by their desire to
be accepted by all members of the group
➢ At this stage, group members are learning what to do, how the group is
going to operate, what is expected, and what is acceptable.

12. Irfaan Meera. E, Assistant Professor, SACAS 12
2. Storming
➢ The storming stage is where dispute and competition are at its
greatest.
➢ This is the stage where the dominating group members emerge,
while the less confrontational members stay in their comfort zone.
➢ Questions around leadership, authority, rules, policies, norms,
responsibilities, structure, evaluation criteria and reward systems
tend to arise during the storming stage.

13. Irfaan Meera. E, Assistant Professor, SACAS 13
3. Norming
➢ In this stage, the group becomes fun and enjoyable. Group
interaction are lot more easier, more cooperative, and productive,
with weighed give and take, open communication, bonding, and
mutual respect.
➢ If there is a dispute or disruption, it’s comparatively easy to be
resolved and the group gets back on track.

14. Irfaan Meera. E, Assistant Professor, SACAS 14
4. Performing
➢ Once a group is clear about its needs, it can move forward to the third stage
of group development, the norming stage. This is the time where the group
becomes really united.
➢ At this stage, the morale is high as group members actively acknowledge the
talents, skills and experience that each member brings to the group.
➢ A sense of belongingness is established and the group remains focused on
the group's purpose and goal.
➢ Members are flexible, interdependent, and trust each other. Leadership is
distributive and members are willing to adapt according to the needs of the
group.

15. Irfaan Meera. E, Assistant Professor, SACAS 15
4. Performing
➢ Once a group is clear about its needs, it can move forward to the third stage
of group development, the norming stage. This is the time where the group
becomes really united.
➢ At this stage, the morale is high as group members actively acknowledge the
talents, skills and experience that each member brings to the group.
➢ A sense of belongingness is established and the group remains focused on
the group's purpose and goal.
➢ Members are flexible, interdependent, and trust each other. Leadership is
distributive and members are willing to adapt according to the needs of the
group.

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4. Performing

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5. Adjourning
Tuckman’s final stage, Adjourning, involves the termination of task behaviors
and disengagement from relationships. A planned conclusion usually
includes recognition for participation and achievement and an opportunity for
members to say personal goodbyes.

18. Irfaan Meera. E, Assistant Professor, SACAS 18
Group Decision Making
➢ Group decision-making commonly known as collaborative decision-
making is a situation faced when individuals collectively make a choice
from the alternatives before them.
➢ The decisions made by groups are mostly different from those made by
individuals. For example, groups tend to make decisions that are more
extreme than those made by individual members, as individuals tend to be
biased.

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Merits / Advantages of Group Decision Making
1) Companies aren’t relying on the availability of a single individual.
➢ If one person makes all of the decisions for an organization, then a
project can come to an immediate halt if that individual isn’t
available.
➢ When a group decision-making process is available, then outcomes
can continue to proceed even when there is a stakeholder absence
to manage. The timelines of a project don’t hinge on the schedule of
one person.

20. Irfaan Meera. E, Assistant Professor, SACAS 20
Merits / Advantages of Group Decision Making
2) It helps employees to feel like they make valuable contributions.
➢ When leaders seek inputs and feedback from a group of employees
from various departments, then it allows people to feel like their
needs and opinions are getting heard.
➢ The desire to have involvement produces dialogue, encouraging a
culture that leads to collaboration

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Merits / Advantages of Group Decision Making
3. Group decisions create more acceptance for the eventual outcome.
➢ When a group expresses an opinion or an idea to pursue, then it
holds more weight within an organization than if a single individual
proposed the same option.

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Merits / Advantages of Group Decision Making
3. Group decisions create more acceptance for the eventual outcome.
➢ When a group expresses an opinion or an idea to pursue, then it
holds more weight within an organization than if a single individual
proposed the same option.

23. Irfaan Meera. E, Assistant Professor, SACAS 23
Merits / Advantages of Group Decision Making
4. Collaboration opportunities arise from group decision-making efforts.
➢ Making decisions by committee creates opportunities for collaboration
that might not exist otherwise in an organization.
➢ The entire team gets to connect with one another to build stronger
relationships that can lead to better choices for everyone.

24. Irfaan Meera. E, Assistant Professor, SACAS 24
Merits / Advantages of Group Decision Making
5. It reduces the amount of effort and risk that each person takes on when
making choices.
➢ A group decision-making process spreads out the risk and responsibility
throughout the entire committee instead of placing it on the shoulders
of a single leader.
➢ This advantage reduces the reluctance that can happen in some
organizations when critical choices must happen.

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Merits / Advantages of Group Decision Making
6. Group decisions allow organizations to benefit from everyone’s
expertise.
Teams may have expertise in a variety of areas that can benefit the
organization in unique ways

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Merits / Advantages of Group Decision Making
6. Group decisions allow organizations to benefit from everyone’s
expertise.
Teams may have expertise in a variety of areas that can benefit the
organization in unique ways