This document discusses organizational culture, defining it as shared assumptions, values and beliefs that influence how employees behave. It outlines seven primary features of culture, levels of culture, and how culture is transmitted through stories, rituals, symbols and language. The importance of culture in guiding employees and creating identity is described. Examples of Google's strong culture are provided, and the conclusion stresses the importance of an inclusive culture that makes all employees feel safe and welcome.
This document discusses organizational culture, including what it is, how it forms and is maintained, and its functions and liabilities. It defines organizational culture as the shared meanings and behaviors of members that distinguish one organization from others. Cultures begin through the actions and values of founders and are kept alive through employee selection, socialization, and top management reinforcement of norms. Strong cultures with intensely held values can substitute for formal rules and procedures. The document also discusses creating ethical and positive cultures, as well as the concepts of workplace spirituality and characteristics of spiritual organizations.
Organizational culture is defined as the shared beliefs, customs, traditions, and values of an organization's members. It is shaped by an organization's founders, leaders, selection practices, and socialization of new employees. Maintaining culture involves selecting new members who share the existing values and socializing them to accept prevailing norms and customs through stories, rituals, symbols, and language used in the organization.
Organizational culture is defined as the shared meanings, values, and beliefs of members within an organization. It distinguishes one organization from others and influences employee behavior. Strong cultures provide benefits like consistency and commitment but can also lead to inflexibility and resistance to change. National culture differs from organizational culture in its level of impact on employees and origins from consistency in practices rather than values. An organization's culture defines its identity, provides a sense of purpose, and facilitates commitment among members.
Organizational Culture
A common perception held by the organization’s members; a system of shared meaning.
Characteristics:
Innovation and risk taking
Attention to detail
Outcome orientation
People orientation
Team orientation
Aggressiveness
Stability
Do Organizations Have Uniform Cultures?
What Is Organizational Culture? (cont’d)
What Do Cultures Do?
How Culture Begins?
Keeping Culture Alive
Stages in the Socialization Process
How Employees Learn Culture
Creating An Ethical Organizational Culture
Creating a Customer-Responsive Culture..
introduction to organiation, introduction to culture, role of organisational culture, importance of organisational culture, various types of organisational culture, rtc.
This document defines organizational culture and describes its key elements. It discusses that culture is comprised of shared beliefs, assumptions, values and norms that shape group behavior. Culture is transmitted through socialization and exists when shared by most group members, passed between generations, and influences behavior. The core elements of culture include observable practices/symbols and deeper assumptions/values. The document then examines different types of organizational cultures like bureaucratic, clan, market, and entrepreneurial cultures and how they influence behaviors and performance. Finally, it discusses how strong, well-socialized cultures can enhance performance and satisfaction if a common style is developed and reinforced.
Organizational Culture, Structure and Designcaantone
The document discusses organizational culture and how it guides employee behavior through shared beliefs and values. A strong culture facilitates goal alignment and motivation while a weak culture has high turnover. Culture is expressed through symbols, stories, heroes, and rituals. The document also discusses dominant and sub cultures, different types of cultures, and how culture impacts employees and can be shaped through socialization, hiring, training, feedback, and terminating deviant employees. It provides examples of quality improvement techniques for building a strong culture focused on continuous improvement, accountability and developing trust between all parties.
This document discusses organizational culture, defining it as shared assumptions, values and beliefs that influence how employees behave. It outlines seven primary features of culture, levels of culture, and how culture is transmitted through stories, rituals, symbols and language. The importance of culture in guiding employees and creating identity is described. Examples of Google's strong culture are provided, and the conclusion stresses the importance of an inclusive culture that makes all employees feel safe and welcome.
This document discusses organizational culture, including what it is, how it forms and is maintained, and its functions and liabilities. It defines organizational culture as the shared meanings and behaviors of members that distinguish one organization from others. Cultures begin through the actions and values of founders and are kept alive through employee selection, socialization, and top management reinforcement of norms. Strong cultures with intensely held values can substitute for formal rules and procedures. The document also discusses creating ethical and positive cultures, as well as the concepts of workplace spirituality and characteristics of spiritual organizations.
Organizational culture is defined as the shared beliefs, customs, traditions, and values of an organization's members. It is shaped by an organization's founders, leaders, selection practices, and socialization of new employees. Maintaining culture involves selecting new members who share the existing values and socializing them to accept prevailing norms and customs through stories, rituals, symbols, and language used in the organization.
Organizational culture is defined as the shared meanings, values, and beliefs of members within an organization. It distinguishes one organization from others and influences employee behavior. Strong cultures provide benefits like consistency and commitment but can also lead to inflexibility and resistance to change. National culture differs from organizational culture in its level of impact on employees and origins from consistency in practices rather than values. An organization's culture defines its identity, provides a sense of purpose, and facilitates commitment among members.
Organizational Culture
A common perception held by the organization’s members; a system of shared meaning.
Characteristics:
Innovation and risk taking
Attention to detail
Outcome orientation
People orientation
Team orientation
Aggressiveness
Stability
Do Organizations Have Uniform Cultures?
What Is Organizational Culture? (cont’d)
What Do Cultures Do?
How Culture Begins?
Keeping Culture Alive
Stages in the Socialization Process
How Employees Learn Culture
Creating An Ethical Organizational Culture
Creating a Customer-Responsive Culture..
introduction to organiation, introduction to culture, role of organisational culture, importance of organisational culture, various types of organisational culture, rtc.
This document defines organizational culture and describes its key elements. It discusses that culture is comprised of shared beliefs, assumptions, values and norms that shape group behavior. Culture is transmitted through socialization and exists when shared by most group members, passed between generations, and influences behavior. The core elements of culture include observable practices/symbols and deeper assumptions/values. The document then examines different types of organizational cultures like bureaucratic, clan, market, and entrepreneurial cultures and how they influence behaviors and performance. Finally, it discusses how strong, well-socialized cultures can enhance performance and satisfaction if a common style is developed and reinforced.
Organizational Culture, Structure and Designcaantone
The document discusses organizational culture and how it guides employee behavior through shared beliefs and values. A strong culture facilitates goal alignment and motivation while a weak culture has high turnover. Culture is expressed through symbols, stories, heroes, and rituals. The document also discusses dominant and sub cultures, different types of cultures, and how culture impacts employees and can be shaped through socialization, hiring, training, feedback, and terminating deviant employees. It provides examples of quality improvement techniques for building a strong culture focused on continuous improvement, accountability and developing trust between all parties.
Building an ethical workplace culture requires equal skills in policy-making and relationship-building, and equal emphasis on procedures and values. Structural concerns like codes, training and clear criteria matter, but so do storytelling, mentoring and presiding over an organization’s routines and ceremonies. In an ideal workplace, structures and relationships will work together around core values that transcend self-interest. Core values will inspire value-creating efforts as employees feel inspired to do what is right, even when the right thing is hard to do. The ethics of our workplace cultures matter because the work itself matters and requires the cooperation that only positive, virtuous ethics can sustain. Compliance keeps us out of trouble, but virtuous ethics will create value for our co-workers and for our organization.
The document discusses various approaches to organizational effectiveness including goal attainment, system resources, strategic constituencies, and competing values. It describes models of organizational effectiveness such as human relations, internal processes, open system, and rational goal. Key factors for organizational effectiveness are identified as the CEO, manager-subordinate relationships, and the managers. Methods to increase effectiveness include aligning talent and business strategies, mergers/acquisitions, and integrating business and talent management strategies.
Culture consists of shared understandings like ways of thinking and feeling that distinguish human groups. Organizational culture refers to values and behaviors that develop in an organization, while national culture is broader and develops over generations. Organizational culture is created through hiring and socializing employees and by leaders serving as role models, and it is sustained through practices like selecting culturally aligned employees, actions by top managers, and socializing new employees.
This document discusses organisational culture and provides details on its key characteristics and how it is created and sustained within an organisation. It describes organisational culture as the shared meanings and beliefs held by organisational members. Seven key characteristics of organisational culture are identified: innovation and risk taking, attention to detail, outcome orientation, people orientation, team orientation, aggressiveness, and stability. The document also examines how organisational culture is created by founders and kept alive through selection processes, leadership, and socializing new employees.
After studying this presentation, you should be able to Define organizational culture and describe its common characteristics. And many more points. and i think i have coverd all points.*
They say Culture eats Strategy for breakfast. This is true because the biggest leadership challenge to improving an organisation's internal environment is culture. Without a supportive culture even the most brilliant strategy will not get implemented successfully. Without cultural allignment to changing landscape, at best you will get compliance and with it stress, dysfunctional waste and entropy.
The document discusses the key components and attributes of organizational culture. It describes the layers of organizational culture, including cultural values, shared assumptions, shared behaviors, and cultural symbols. It also discusses how organizational cultures emerge and methods for maintaining and changing organizational culture, such as recruitment, socialization, and cultural rituals and ceremonies.
This document summarizes an organizational culture workshop that discusses how organizational culture is formed and impacts organizations. It defines organizational culture and outlines Edgar Schein's three levels of culture - surface manifestations, espoused values, and basic assumptions. The workshop also discusses assessing and measuring culture using surveys, focus groups, and interviews. Finally, it presents examples of levers that can be used to change organizational culture, such as developing leadership, improving communication, and encouraging innovation.
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.
Organizational culture refers to shared meanings and behaviors among members of an organization. It is shaped by founders and reinforced over time through socialization, stories, rituals, and symbols. A strong culture with clear values can increase commitment and coordination but may also resist change and diversity. Managers can develop an ethical culture through role modeling, training, and rewarding ethical conduct. National culture also influences how organizational culture is expressed in other countries.
The document discusses international human resource management (IHRM), which involves managing human resources across national borders. IHRM differs from domestic HRM in several ways, such as requiring more HR activities to deal with taxation, culture, and legal issues in multiple countries. It also requires a broader perspective to meet diverse needs. Managing employees across cultures and countries presents various challenges for IHRM, such as high expatriate failure rates, developing a globally dispersed workforce, and overcoming cultural and legal differences between locations. Globalization and pressures of competitiveness have increased the importance of effective IHRM for international organizations.
This document discusses organizational culture, including its definition, characteristics, elements and how it forms. It defines organizational culture as a system of shared meaning among members. Key elements include shared values, assumptions, artifacts like language, stories, rituals and physical structures. Culture forms based on founders' philosophy and is reinforced through socialization, symbols and stories. Strong cultures can increase commitment but also inhibit change. The four main culture types are clan, adhocracy, hierarchy and market. Culture affects organizational effectiveness and performance.
Organizational culture stems from the actions of founders through selection, socialization, and role modeling. Cultures are sustained through selection processes, managerial actions that establish norms, and socialization methods for new employees. Employees learn the culture through stories, rituals, symbols, and language that express and reinforce key organizational values. Managers can promote ethical, positive cultures by visibly rewarding ethical behavior and being role models of the desired culture.
This document discusses organizational change and its key aspects. It defines organizational change as modifications to an organization's structure, processes, or products that impact how work is performed. Changes can include altering the organizational structure, operations, workforce size, working hours/practices, or roles. Changes are categorized as either planned, resulting from deliberate decisions, or unplanned, being imposed on the organization. Managing resistance to change is also discussed, emphasizing the importance of communication, participation, empathy, and other strategies. The roles and skills of change agents in facilitating organizational change are outlined.
This document discusses organizational culture. It defines organizational culture as the shared meanings, beliefs, and values of members of an organization. It also describes different types of organizational cultures like academy, baseball team, club, and fortress cultures. The importance of organizational culture is explained as it influences employee motivation, competition, and unity. Factors like employees, business nature, and goals affect organizational culture. The document also provides tips for influencing and changing organizational culture.
This document discusses organizational culture, defining it as shared values, beliefs, and assumptions that guide how members think and act. It identifies key aspects of culture like artifacts, espoused and enacted values, and deep assumptions. There are four main types of culture: clan, adhocracy, market, and hierarchy. Culture provides identity, commitment, sense-making, and stability for organizations. A strong, adaptive culture that fits an organization's strategy can provide benefits, but culture must also encourage innovation and risk-taking. Assessing an organization's culture is important for understanding career fit and potential for success within that organization.
Building an ethical workplace culture requires equal skills in policy-making and relationship-building, and equal emphasis on procedures and values. Structural concerns like codes, training and clear criteria matter, but so do storytelling, mentoring and presiding over an organization’s routines and ceremonies. In an ideal workplace, structures and relationships will work together around core values that transcend self-interest. Core values will inspire value-creating efforts as employees feel inspired to do what is right, even when the right thing is hard to do. The ethics of our workplace cultures matter because the work itself matters and requires the cooperation that only positive, virtuous ethics can sustain. Compliance keeps us out of trouble, but virtuous ethics will create value for our co-workers and for our organization.
The document discusses various approaches to organizational effectiveness including goal attainment, system resources, strategic constituencies, and competing values. It describes models of organizational effectiveness such as human relations, internal processes, open system, and rational goal. Key factors for organizational effectiveness are identified as the CEO, manager-subordinate relationships, and the managers. Methods to increase effectiveness include aligning talent and business strategies, mergers/acquisitions, and integrating business and talent management strategies.
Culture consists of shared understandings like ways of thinking and feeling that distinguish human groups. Organizational culture refers to values and behaviors that develop in an organization, while national culture is broader and develops over generations. Organizational culture is created through hiring and socializing employees and by leaders serving as role models, and it is sustained through practices like selecting culturally aligned employees, actions by top managers, and socializing new employees.
This document discusses organisational culture and provides details on its key characteristics and how it is created and sustained within an organisation. It describes organisational culture as the shared meanings and beliefs held by organisational members. Seven key characteristics of organisational culture are identified: innovation and risk taking, attention to detail, outcome orientation, people orientation, team orientation, aggressiveness, and stability. The document also examines how organisational culture is created by founders and kept alive through selection processes, leadership, and socializing new employees.
After studying this presentation, you should be able to Define organizational culture and describe its common characteristics. And many more points. and i think i have coverd all points.*
They say Culture eats Strategy for breakfast. This is true because the biggest leadership challenge to improving an organisation's internal environment is culture. Without a supportive culture even the most brilliant strategy will not get implemented successfully. Without cultural allignment to changing landscape, at best you will get compliance and with it stress, dysfunctional waste and entropy.
The document discusses the key components and attributes of organizational culture. It describes the layers of organizational culture, including cultural values, shared assumptions, shared behaviors, and cultural symbols. It also discusses how organizational cultures emerge and methods for maintaining and changing organizational culture, such as recruitment, socialization, and cultural rituals and ceremonies.
This document summarizes an organizational culture workshop that discusses how organizational culture is formed and impacts organizations. It defines organizational culture and outlines Edgar Schein's three levels of culture - surface manifestations, espoused values, and basic assumptions. The workshop also discusses assessing and measuring culture using surveys, focus groups, and interviews. Finally, it presents examples of levers that can be used to change organizational culture, such as developing leadership, improving communication, and encouraging innovation.
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.
Organizational culture refers to shared meanings and behaviors among members of an organization. It is shaped by founders and reinforced over time through socialization, stories, rituals, and symbols. A strong culture with clear values can increase commitment and coordination but may also resist change and diversity. Managers can develop an ethical culture through role modeling, training, and rewarding ethical conduct. National culture also influences how organizational culture is expressed in other countries.
The document discusses international human resource management (IHRM), which involves managing human resources across national borders. IHRM differs from domestic HRM in several ways, such as requiring more HR activities to deal with taxation, culture, and legal issues in multiple countries. It also requires a broader perspective to meet diverse needs. Managing employees across cultures and countries presents various challenges for IHRM, such as high expatriate failure rates, developing a globally dispersed workforce, and overcoming cultural and legal differences between locations. Globalization and pressures of competitiveness have increased the importance of effective IHRM for international organizations.
This document discusses organizational culture, including its definition, characteristics, elements and how it forms. It defines organizational culture as a system of shared meaning among members. Key elements include shared values, assumptions, artifacts like language, stories, rituals and physical structures. Culture forms based on founders' philosophy and is reinforced through socialization, symbols and stories. Strong cultures can increase commitment but also inhibit change. The four main culture types are clan, adhocracy, hierarchy and market. Culture affects organizational effectiveness and performance.
Organizational culture stems from the actions of founders through selection, socialization, and role modeling. Cultures are sustained through selection processes, managerial actions that establish norms, and socialization methods for new employees. Employees learn the culture through stories, rituals, symbols, and language that express and reinforce key organizational values. Managers can promote ethical, positive cultures by visibly rewarding ethical behavior and being role models of the desired culture.
This document discusses organizational change and its key aspects. It defines organizational change as modifications to an organization's structure, processes, or products that impact how work is performed. Changes can include altering the organizational structure, operations, workforce size, working hours/practices, or roles. Changes are categorized as either planned, resulting from deliberate decisions, or unplanned, being imposed on the organization. Managing resistance to change is also discussed, emphasizing the importance of communication, participation, empathy, and other strategies. The roles and skills of change agents in facilitating organizational change are outlined.
This document discusses organizational culture. It defines organizational culture as the shared meanings, beliefs, and values of members of an organization. It also describes different types of organizational cultures like academy, baseball team, club, and fortress cultures. The importance of organizational culture is explained as it influences employee motivation, competition, and unity. Factors like employees, business nature, and goals affect organizational culture. The document also provides tips for influencing and changing organizational culture.
This document discusses organizational culture, defining it as shared values, beliefs, and assumptions that guide how members think and act. It identifies key aspects of culture like artifacts, espoused and enacted values, and deep assumptions. There are four main types of culture: clan, adhocracy, market, and hierarchy. Culture provides identity, commitment, sense-making, and stability for organizations. A strong, adaptive culture that fits an organization's strategy can provide benefits, but culture must also encourage innovation and risk-taking. Assessing an organization's culture is important for understanding career fit and potential for success within that organization.
Organizational culture is defined as the shared values, beliefs, and norms that are developed in an organization. It is the soul of an organization that provides direction, identity, and cohesion. There are several models for describing organizational culture types such as power versus role versus task cultures, and control versus compete versus collaborate versus create cultures. Developing and sustaining culture involves establishing shared values and assumptions, creating a vision and mission, socializing new employees, and actions from top management to reinforce the culture. Organizational culture impacts objectives, work ethics, motivation, processes, performance, and provides a sense of identity and commitment. Maintaining, reinforcing, and managing changes to culture are important ongoing issues.
This document discusses organizational culture, including its key elements and characteristics. It defines organizational culture as the shared meanings and understandings within an organization that distinguish it from other organizations. It identifies seven common elements of organizational culture, including innovation and risk-taking, stability, attention to detail, and aggressiveness. It also discusses how culture is created and sustained within an organization, and the functions and potential liabilities of culture.
Organizational culture is shaped by several key factors, including founders and owners, goals and values, management style, history and traditions. Culture is created and sustained through employee selection, socialization, and top management actions which establish norms. Values represent guiding principles and drive strategic planning by defining what is right and wrong for an organization. A strong organizational culture can enhance performance and satisfaction by providing clarity around problem-solving and channeling desired behaviors.
Culture?
Definition of Culture
Step to Build the Culture
Culture Types
Organizational Culture
Characteristics of Organizational Culture
How to create Organizational Culture?
The document discusses organizational culture and change. It defines organizational culture as the shared values, beliefs, and behaviors that develop within a group and influence member conduct. An organization's unique culture provides guidelines for member behavior. The document also describes different types of organizational cultures, such as create, collaborate, control, and compete cultures. Additionally, it outlines characteristics of culture like innovation and teamwork. The document defines organizational change as alterations to structures, roles, and behaviors. External pressures like technological advances and internal pressures can drive organizational change.
The document discusses organizational culture, comparing the cultures of two manufacturing firms, Organization A and Organization B. Organization A has a risk-averse, detail-oriented culture where rules are strictly followed and individual work is emphasized. Organization B encourages risk-taking, rewards innovation, has loose supervision and focuses on teamwork. The document also covers how cultures form based on founders' philosophies and socialization of new employees, and how cultures can impact performance, customer responsiveness and ethics.
Organizational culture is important for business success. A strong culture occurs when employees share the same beliefs and values that are supported by the organization's strategy and structure. This allows employees to know how management wants them to respond, believe the expected response is proper, and know they will be rewarded for demonstrating the organization's values. Employers must recruit applicants who share the culture's beliefs, develop programs to outline and reinforce core values, and ensure rewards go to employees embodying the values. A positive culture increases engagement, decreases turnover, elevates productivity, strengthens brand identity, retains top performers, creates a healthy team environment, and focuses on learning and development. Improving culture involves communicating well, listening, providing feedback, and
This document summarizes the organizational culture of C.L. Gupta Ltd, an export firm located in Moradabad, India. It discusses how organizational culture is defined by the shared behaviors, values, and beliefs of employees. A strong organizational culture with values aligned across the employees helps a company achieve its goals more productively. The success of C.L. Gupta Ltd is attributed to carefully selecting employees that match the company's culture and reinforcing shared values through various efforts.
Organizational culture refers to shared meanings and understandings within an organization that distinguish it from other organizations. Common elements of culture include innovation, stability, attention to detail, and aggressiveness. Culture defines boundaries, provides identity, facilitates commitment, and serves as a control mechanism. Strong cultures can act as barriers to change, diversity, and mergers. Culture is created through hiring, socialization, and leader role modeling and sustained through selection, socialization, and top management behavior.
Organization culture refers to shared meanings and understandings within an organization that distinguish it from other organizations. There are seven common elements of organizational culture including innovation, stability, attention to detail, outcome orientation, people orientation, team orientation, and aggressiveness. Culture defines boundaries, provides identity, facilitates commitment, acts as social glue, and serves as a sense-making mechanism. Strong cultures can act as barriers to change, diversity, and mergers. Culture is created through hiring, socialization, and role modeling of founders and later develops through selection, leadership behavior, and further socialization.
This document discusses organizational culture and the qualities of a great culture. It defines organizational culture as the values, expectations, and practices that guide employee actions. Culture affects all aspects of a business and is important for attracting talent and outperforming competitors. The document also categorizes different types of organizational cultures and lists 10 key qualities of a great culture: alignment, appreciation, trust, performance, resilience, teamwork, integrity, innovation, and psychological safety.
This document discusses organizational culture and the qualities of a great culture. It defines organizational culture as the values, expectations, and practices that guide employee actions. Culture affects all aspects of a business and is important for attracting talent and outperforming competitors. The document also categorizes different types of culture and lists 10 key qualities of a great culture: alignment, appreciation, trust, performance, resilience, teamwork, integrity, innovation, and psychological safety.
9. organisation culture and current trends.pptxravi shankar
Organizational culture is the collection of values, expectations, and practices that guide and inform the actions of all team members. Think of it as the collection of traits that make your company what it is. A great culture exemplifies positive traits that lead to improved performance, while a dysfunctional company culture brings out qualities that can hinder even the most successful organizations.
Don’t confuse culture with organizational goals or a mission statement, although both can help define it. Culture is created through consistent and authentic behaviors, not press releases or policy documents. You can watch company culture in action when you see how a CEO responds to a crisis, how a team adapts to new customer demands, or how a manager corrects an employee who makes a mistake.
Organizational Culture Dynamics (Organizational Management)Manu Alias
A presentation on Organizational culture dynamics and it's characteristics, importance, role, types, etc. It also talks about the corporate culture and it's features.
The document defines organizational culture as shared assumptions, values and beliefs that govern employee behavior. It lists 7 characteristics of organizational culture: innovation, attention to detail, emphasis on outcomes, emphasis on people, teamwork, aggressiveness, and stability. It provides principles for working with organizational culture, including understanding the current culture, changing behaviors to change mindsets, focusing on critical behaviors, using informal leaders, linking culture to business objectives, demonstrating quick impact, spreading ideas virally, aligning programs with behaviors, and actively managing the culture over time.
This document discusses organizational behavior and culture. It defines organizational behavior as the study of how people and groups act in organizations. Organizational culture is defined as shared assumptions, values and beliefs that govern how people behave in an organization. There are seven key characteristics of organizational culture ranging from innovation to stability. Effective ways to manage culture include focusing on critical behaviors, expanding change capabilities, and activating informal networks. The key to building an effective culture is understanding people and having consistent communication, celebrating successes, transparency, respecting all contributions, and continually benchmarking performance.
Title: Understanding Organizational Culture: Key to Success
Introduction:
Organizational culture is the heartbeat of any company, shaping its values, behaviors, and ultimately its success. In today's dynamic business landscape, where competition is fierce and adaptability is crucial, understanding and nurturing a positive organizational culture is paramount. This presentation aims to delve into the intricacies of organizational culture, exploring its definition, importance, and strategies for cultivating a thriving culture within any organization.
Definition of Organizational Culture:
Organizational culture refers to the shared beliefs, values, norms, and practices that characterize an organization and guide its members' behavior. It is the glue that binds employees together, fostering a sense of belonging, purpose, and identity within the workplace. A strong organizational culture aligns individual efforts with overarching goals, driving employee engagement, innovation, and ultimately, organizational performance.
Importance of Organizational Culture:
1. Employee Engagement and Satisfaction: A positive organizational culture cultivates a supportive and inclusive work environment, where employees feel valued, motivated, and empowered to contribute their best. This, in turn, enhances employee engagement, reduces turnover, and fosters a sense of loyalty towards the organization.
2. Innovation and Adaptability: A culture that encourages open communication, experimentation, and risk-taking fuels innovation and enables organizations to adapt to changing market dynamics more effectively. When employees feel safe to voice their ideas and opinions, creativity flourishes, driving continuous improvement and competitive advantage.
3. Customer Experience: Organizational culture directly impacts customer experience, as employees who are satisfied and aligned with the company's values are more likely to deliver exceptional service and build meaningful relationships with customers. A customer-centric culture fosters loyalty, enhances brand reputation, and drives sustainable growth.
4. Attraction and Retention of Talent: In today's talent-driven market, organizational culture plays a pivotal role in attracting top talent and retaining high-performing employees. A positive culture acts as a magnet for individuals who resonate with the company's values and vision, fostering a diverse and talented workforce.
5. Organizational Performance: Ultimately, organizational culture significantly influences performance outcomes, including productivity, profitability, and overall success. Companies with a strong culture outperform their competitors, as they leverage the collective energy and commitment of their employees to achieve common goals.
Strategies for Cultivating Organizational Culture:
1. Define Core Values: Clearly articulate the core values that define the organization's identity and guide decision-making at all levels.
Sustainable Development & Sustainable Consumption I SD & Climate Change Shidin Divakar
Sustainable economic growth is economic development that attempts to satisfy the needs of humans but in a manner that sustains natural resources and the environment for future generations.
The Consumer Protection Act, 1986 was enacted to provide a simpler and quicker access to redress of consumer grievances. The Act seeks to promote and protects the interest of consumers against deficiencies and defects in goods or services. It also seeks to secure the rights of a consumer against unfair trade practices, which may be practiced by manufacturers and traders.
The Indian Partnership Act was enacted in 1932 and it came into force on 1st day of October, 1932[1]. The present Act superseded the earlier law relating to Partnership, which was contained in Chapter XI of the Indian Contract Act,1872. The Act is not exhaustive. It purports to define and amend the law relating to Partnership.
The document discusses the results of a study on the impact of COVID-19 lockdowns on air pollution. Researchers found that lockdowns led to significant short-term reductions in nitrogen dioxide and fine particulate matter pollution globally as transportation and industrial activities declined substantially. However, the document notes that continued long-term progress on air quality will require sustainable changes rather than temporary reductions brought about by economic shutdowns.
A Study on Human Resource Management in Idea Cellular Office in Cochin,KeralaShidin Divakar
This document outlines the organizational structure of the human resources department at Idea Cellular Pvt. Ltd.'s state office in Kochi, India. The HR department is headed by an AGM who oversees HR managers and assistant managers. Below them are several HR executives who report to the assistant managers. The structure shows a hierarchical layout with the AGM at the top and executives at the bottom.
An executive information system, also known as an executive support system, is a type of management information system that facilitates and supports senior executive information and decision-making needs.
Project implementation refers to transforming a proposed project into reality through putting activities, resources, and management structures into action. It involves two main phases - project activation, which makes arrangements to start the project, and project operation, which practically manages the project to transform inputs into outputs. Implementation can use top-down, bottom-up, or collaborative approaches. A project implementation plan details the schedule, staffing, finances, reporting, sustainability measures, time controls, and supervision needed. Key factors for success include strong political commitment, careful preparation and management, and stakeholder involvement, while common challenges are financial, management, and technical problems.
The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive functioning. Exercise causes chemical changes in the brain that may help protect against mental illness and improve symptoms.
Event Report - SAP Sapphire 2024 Orlando - lots of innovation and old challengesHolger Mueller
Holger Mueller of Constellation Research shares his key takeaways from SAP's Sapphire confernece, held in Orlando, June 3rd till 5th 2024, in the Orange Convention Center.
Digital Marketing with a Focus on Sustainabilitysssourabhsharma
Digital Marketing best practices including influencer marketing, content creators, and omnichannel marketing for Sustainable Brands at the Sustainable Cosmetics Summit 2024 in New York
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This PowerPoint compilation offers a comprehensive overview of 20 leading innovation management frameworks and methodologies, selected for their broad applicability across various industries and organizational contexts. These frameworks are valuable resources for a wide range of users, including business professionals, educators, and consultants.
Each framework is presented with visually engaging diagrams and templates, ensuring the content is both informative and appealing. While this compilation is thorough, please note that the slides are intended as supplementary resources and may not be sufficient for standalone instructional purposes.
This compilation is ideal for anyone looking to enhance their understanding of innovation management and drive meaningful change within their organization. Whether you aim to improve product development processes, enhance customer experiences, or drive digital transformation, these frameworks offer valuable insights and tools to help you achieve your goals.
INCLUDED FRAMEWORKS/MODELS:
1. Stanford’s Design Thinking
2. IDEO’s Human-Centered Design
3. Strategyzer’s Business Model Innovation
4. Lean Startup Methodology
5. Agile Innovation Framework
6. Doblin’s Ten Types of Innovation
7. McKinsey’s Three Horizons of Growth
8. Customer Journey Map
9. Christensen’s Disruptive Innovation Theory
10. Blue Ocean Strategy
11. Strategyn’s Jobs-To-Be-Done (JTBD) Framework with Job Map
12. Design Sprint Framework
13. The Double Diamond
14. Lean Six Sigma DMAIC
15. TRIZ Problem-Solving Framework
16. Edward de Bono’s Six Thinking Hats
17. Stage-Gate Model
18. Toyota’s Six Steps of Kaizen
19. Microsoft’s Digital Transformation Framework
20. Design for Six Sigma (DFSS)
To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations
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2. Every company has its own unique personality, just
like people do. The unique personality of an
organization is referred to as its culture. In groups of
people who work together, organizational culture is an
invisible but powerful force that influences the
behavior of the members of that group. So, how do
we define organizational culture?
ORGANISATIONAL CULTURE
3. 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,
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. Let's explore what elements make up an
organization's culture.
4. ”
“ Organizational culture is composed of seven characteristics that range in priority from high
to low. Every organization has a distinct value for each of these characteristics, which,
when combined, defines the organization's unique culture. Members of organizations
make judgments on the value their organization places on these characteristics and then
adjust their behavior to match this perceived set of values. Let's examine each of these six
characteristics.
5. CHARECTERISTICS
The six characteristics of organizational culture are:
Innovation (Risk Orientation) - Companies with cultures that place a high value on
innovation encourage their employees to take risks and innovate in the performance of
their jobs. Companies with cultures that place a low value on innovation expect their
employees to do their jobs the same way that they have been trained to do them, without
looking for ways to improve their performance.
Attention to Detail (Precision Orientation) - This characteristic of organizational culture
dictates the degree to which employees are expected to be accurate in their work. A
culture that places a high value on attention to detail expects their employees to perform
their work with precision. A culture that places a low value on this characteristic does not.
6. Contnue…
Emphasis on Outcome (Achievement Orientation) -
Companies that focus on results, but not on how
results are achieved, place a high emphasis on this
value of organizational culture. A company that
instructs its sales force to do whatever it takes to
sales orders has a culture that places a high value
the emphasis on outcome characteristic.
Emphasis on People (Fairness Orientation) -
Companies that place a high value on this
characteristic of organizational culture place a
great deal of importance on how their
decisions will affect the people in their
organizations. For these companies, it is
important to treat their employees with
respect and dignity.
7. Contnue..
Teamwork (Collaboration Orientation) -
Companies that organize work activities
around teams instead of individuals place a
high value on this characteristic of
organizational culture. People who work for
these types of companies tend to have a
positive relationship with their coworkers
and managers.
9. Types
•Normative Culture: In such a culture, the norms and procedures
of the organization are predefined
• and the rules and regulations are set as per the existing
guidelines. The employees behave in an ideal way and strictly
adhere to the policies of the organization. No employee dares to
break the rules and sticks to the already laid policies.
•Pragmatic Culture: In a pragmatic culture, more emphasis is
placed on the clients and the external parties. Customer
satisfaction is the main motive of the employees in a pragmatic
culture. Such organizations treat their clients as Gods and do not
follow any set rules. Every employee strives hard to satisfy his
clients to expect maximum business from their side.
10. Contn...
•Academy Culture: Organizations following academy culture hire skilled individuals. The roles and
responsibilities are delegated according to the back ground, educational qualification and work experience
of the employees. Organizations following academy culture are very particular about training the existing
employees. They ensure that various training programmes are being conducted at the workplace to hone
the skills of the employees. The management makes sincere efforts to upgrade the knowledge of the
employees to improve their professional competence. The employees in an academy culture stick to the
organization for a longer duration and also grow within it. Educational institutions, universities, hospitals
practice such a culture.
•Baseball team Culture: A baseball team culture considers the employees as the most treasured
possession of the organization. The employees are the true assets of the organization who have a major
role in its successful functioning. In such a culture, the individuals always have an upper edge and they do
not bother much about their organization. Advertising agencies, event management companies, financial
institutions follow such a culture.
11. •Club Culture: Organizations following a club culture are very particular
about the employees they recruit. The individuals are hired as per their
specialization, educational qualification and interests. Each one does
what he is best at. The high potential employees are promoted suitably
and appraisals are a regular feature of such a culture.
•Fortress Culture: There are certain organizations where the employees
are not very sure about their career and longevity. Such organizations
follow fortress culture. The employees are terminated if the organization
is not performing well. Individuals suffer the most when the organization
is at a loss. Stock broking industries follow such a culture.
•Tough Guy Culture: In a tough guy culture, feedbacks are essential.
The performance of the employees is reviewed from time to time and
their work is thoroughly monitored. Team managers are appointed to
discuss queries with the team members and guide them whenever
required. The employees are under constant watch in such a culture.
12. •Bet your company Culture: Organizations which follow
bet your company culture take decisions which involve a
huge amount of risk and the consequences are also
unforeseen. The principles and policies of such an
organization are formulated to address sensitive issues
and it takes time to get the results.
•Process Culture: As the name suggests the employees in
such a culture adhere to the processes and procedures of
the organization. Feedbacks and performance reviews do
not matter much in such organizations. The employees
abide by the rules and regulations and work according to
the ideologies of the workplace. All government
organizations follow such a culture.