This document discusses influencing cultural changes in organizations. It defines organizational culture and describes four power models of culture: autocratic, bureaucratic, technocratic, and democratic. It then discusses Hofstede's four dimensions of culture: individualism, power distance, uncertainty avoidance, and masculinity vs femininity. Six concerns that derive cultural dimensions are also outlined: relationship with nature, orientation to the environment, time orientation, orientation to collectivity, orientation to sex differences, and orientation to power. The document concludes by discussing adopting cultural changes in a way that does not affect an organization's values and traditions.

1. INFLUENCING CULTURAL
CHANGES IN ORGANIZATIONS
presentation By:
Chaithra Shetty
Johnson D’souza
Hemanth K Shenoy
Donald Melvin

2. An Insight
A system of shared
values, assumptions, beliefs, and norms that unite
the members of an organization.
The culture specific to each firm affects how
employees feel and act and the type of employee
hired and retained by the company.

3. Power models of Organizational
Culture
Distribution and concentration of power can be
one basis of classifying cultures.from this point
of view,organizational culture can be four types
• Autocratic
• Bureaucratic
• Technocratic
• Democratic

4. Autocratic: Here people are recruited on the basis
of relationship, and they are trusted, the top level
managers control the organization in employ their
own in-group members , who are extremely loyal
to these leaders.
Example: Hitler was an autocratic leader.
Bureaucratic: Bureaucratic culture is concerned
with rules and regulation. Actions are generally
refer to the higher levels for approval, decisions are
usually delayed. Examples: Govt. of ministries.

5. Technocratic: In technocratic culture specialist
play the major rule in organization working in a
planed way on socially relevant matters. The
organization play attention to the employs
needs and welfare.
Examples: R&D people
Democratic: Employees work on challenging
tasks and devote equal attention to the social
relevance of these task.

6. DIMENSIONS OF CULTURE
Hofstede proposed four cultural dimensions:
• Individulism
• Power distance
• Uncertainity avoidance
• Masculinity vs Femininity

7. Culture is reflected in the external life of a society or an
organization, as well as in the values and beliefs held by
members.
• Four Culture Dimensions proposed by hofstede are :
• Individualism (taking care of oneself) V/S Collectivism
(distinguishing one’s own group from other groups)
• Power distance (acceptance by less powerful groups of
the unequal distribution of power in a system.
• Uncertainty avoidance ( a feeling of being under threat
in situation and a tendency to avoid them )
• Masculinity ( emphasis on the acquisition of material
resources ) V/S Femininity ( Emphasis on
relationships, concern for others and quality of life)

8. 6 concerns of dimensions
culture:
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Relationship with nature
Orientation to the environment
Time orientation
Orientation to collectivity
orientation to sex differences
Orientation to power

9. • Dimensions Can be derived from the following 6 Concerns :
• Relationship with nature : In the relationship of humanity and
nature, either may be regarded as dominant. If nature is seen as
powerful and dominating, and human beings as helpless, a fatalistic
orientation may result. The opposite orientation, that of
scientism, may result from the belief that humans can manipulate and
change nature.
• Orientation to the Environment : If the environment is seen as
structured and unchanging this may result in a sense of satisfaction in
some people. In that case, any ambiguity in the environment may be
disturbing. On the other hand, some people may like and enjoy
ambiguity. This dimension called ‘ambiguity tolerance’ , or ‘
uncertainty avoidance’ is a useful dimension.
• Time Orientation : This dimension is relating to orientation to the
past, to the present, or to the future.

10. •
Orientation to Collectivity : This shows the relationship between
the individuals and the collectives. If the individual is seen as more
important than and independent of the collective, an orientation of
individualism may result. If the collective is seen as
primary, subordinating individuals, the orientation of collectivism
may result.
• Orientation to sex differences : There are biological differences
between men and women. If these differences are
overemphasized, dividing social roles according to sex, what has
been called masculinity may result. If the differences are not
overemphasized in the social allocation of roles, we may have an
orientation of femininity.
• Orientation to power : In a collective, power is not distributed
equally. However, in some collectives, there may be uneasiness
about unequal distribution of power, associated with attempts to
redistribute it. Other collectives may tolerate the differences in
power.

11. Functionality and dis-Functionality of
culture:
FATALISM:
• It is a mode of surrendering to circumstances is dysfunctional for
managing change.
• In this mode a person or a group has a high external locus of
control
• This orientation can make a group more realistic and help to
hibernate and survive.
• In some organizations, an absence of this mode of externality
nay lead to frustration and dysfunctional conflicts.
• fatalism is obviously dysfunctional when it makes individuals
and groups passive, reactive, and dysfunctionally tolerant of
conditions that need to be changed.

12. • fatalism is obviously dysfunctional when it makes individuals and
groups passive, reactive, and dysfunctionally tolerant of conditions
that need to be changed.
AMBIGUITY TOLERANCE:
• This helps a culture to develop several rich traditions that are not
seen as necessily conflicting.
• It develops tolerance for differences.
• In a culture with a high tolerance of ambiguity, there is lower respect
for structure and time.
CONTEXTUALISM:
• High context cultures develop much more insight into social
complexities and have higher empathy for others who may differ in
their behaviour from the known norms.
• Persons in such cultures are more sensitive to other persons and
gropus.

13. TEMPORALNESS:
• Emphasis on present and a tendancy to live in the present result in high
involvement of individuals in their current activities.
• Present oriented cultures find it difficult to undertake long term planning.
• Their commitment to goals for future activities is generally low, that is
long term perspective is missing.
COLLECTIVISM:
Following are the strength of this orientation:
• Good relations are maintained and affiliation needs are satisfied.
• There is the high trust among the members of a collective, with high
potential for collaboration.
• There is a sharing of work and reward.
PARTICULARISM:
• This cultures have strong in groups and people belonging to them have a
high sense of identity with their groups.
• On the other hand “in groups v/s out groups” feeling reduces the
objectivity of the members.
• They are generally favour of their groups and against out groups.

14. ANDROGYNY:
• It contributes to the values of the future human society.
• It helps groups to develop interpersonal trust, caring, harmony, concern for
the weak and collaboration.
• This values may reduce the effectiveness of competition, which is also
needed in societies and organizations.
TOLERANCE FOR POWER DISTANCE:
• There are some strengths in organizations with high tolerance of power
distance.
• Respect for seniorities and age may help people to learn from experienced
individuals.
• This tolerance is needed for the effective functioning of groups.
• High tolerance for power distance may result in stress on form rather than
substance.
• There is high centralization with little autonomy for the lower level units
and individuals.

15. Indian culture and management
India is having a history of thousands of years.
Indian culture has several strengths that have sustained it and have been
acknowledged in various periods in various part of the world. these strengths
became Indian culture unique one.
Strength of Indian culture:
Several strengths of indian culture can be grouped under three clusters:
 Universalism
(Universalism(love and respect for all forms of life and ecology), Openness to
learning from others, Extension motivation( involvement in large goals)
 Ambiguity tolerance
diversity(leading to synergic pluralism), androgyny(equal emphasis on and
integration of cognitive and emotional aspects)
 Self restraince
( self restraince(willingness to postpone gratification of immediate needs for
longterm goals),role boundness(giving more imoprtance to role than to the
self), equanimity(steering between two extremes and not being swayed by
extreme emotions of jor or sorrow)

16. Weaknesses of Indian culture:
Narcissism: it is reflected both in self seeking behaviour, as well as
in an inword- looking tendancy.
( non- involvement, lack of detailed planning, an oral culture)
Power concentration:
(critical orientation (excessive use of sanctions and don‟ts rather
than the use of reinforcement and encouragement), nonconfrontation, a non work culture)
Attributional thinking:
(fatalism(resulting in „deadening efficiency in maintaining the
status quo‟ ), pessimism-rumination(expecting failurs and
misfortunes , and indulging in recollecting and mulling over bad
experiences))

17. Conclusion
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To adopt any changes in organization considering
culture of company is important. Ex: Big Data
Technique adoption.
Healthy culture is very important for all
organization.Changes adopted in culture should not
affect the values, traditions of people .
People must be trained , educated to follow culture
instead of making them to follow it by coercion.
Culture must value the tradition , create interest in
people, create trust in people. Example: HP , MacD.
Communication, negotiation,
management support, employee involvement and
coercion.