Organizational Culture by Muhammad Rawaha Saleem.

1. Muhammad Rawaha Saleem
MS Fall 2018
Department of Media & Communication Studies
Faculty of Social Sciences
International Islamic University Islamabad

2.  The pattern of shared values, beliefs and assumptions considered
to be the appropriate way to think and act within an
organization.
 Informs us of what to believe, how to act and make decisions.
 Guides members in how to perceive the artifacts, environment,
norms, roles, values and physical cues.
 The strategy, leadership style and ways of accomplishing tasks
reflect organization culture.
 A pattern of basic assumptions that are considered valid and that
are taught to new members as the way to perceive, think and feel
in the organization

3. 1. Artifacts
Symbols of
culture in the physical
and social work environment
2. Values
Espoused: what members of
an organization say they value
Enacted: reflected in the way
individuals actually behave
3. Assumptions
Deeply held
beliefs that guide behavior and tell
members of an organization how
to perceive and think about things

4. Clan Adhocracy
Market Hierarchy
Organizational
Culture

5.  Clan oriented cultures are family-like, with a focus on mentoring,
nurturing and “doing thing together”.
 Adhocracy oriented cultures are dynamic and entrepreneurial,
with a focus on risk-taking, innovation and “doing things first”.
 Market oriented cultures are results oriented, with a focus on
competition, achievement and “getting the job done”.
 Hierarchy oriented cultures are structured and controlled, with a
focus on efficiency, stability and “doing things right”.

7. Outcome Oriented
Cultures
•A culture that
emphasizes
achievement,
results, and
action as
important
values
Stable Cultures
•Companies
that are stable,
predictable,
rule-oriented,
and
bureaucratic
People Oriented
Cultures
•These
organizations
value fairness,
supportiveness,
and respecting
individual
rights

8. Organizational
Identity
Collective
Commitment
Sense-Making
Device
Social System
Stability
Organizational
Culture

9.  Culture provides a sense of identity to members and increases
their commitment to the organization.
 Culture is a sense-making device for organization’s members.
 Facilitates commitment to something larger than one’s individual
self-interest.
 Enhances social system stability.

10. An organization’s culture
may be one of its
strongest assets or its
biggest liability
Organizational Culture is
an effective control
mechanism dictating
employee behavior
Culture or shared values
within the organization,
may be related to
increased performance
Organizations which
have a rare and hard to
imitate culture may enjoy
a competitive advantage

11. Strong Culture Perspective: An organizational
culture with a consensus on the values that drive the
company and with an intensity that is recognizable
even to outsiders.
Fit Perspective: A culture is good only if it fits the
industry or the firm’s strategy.
Adaptive Perspective: An organizational culture that
encourages confidence and risk taking among
employees, has leadership that produces change, and
focuses on the changing needs of customers.

12.  Attention to detail
 Outcome
Orientation
 People Orientation
 Team orientation
 Aggressiveness
 Stability
 Innovation and risk-taking
 Reflects what members agree about
 Can create social order
 Helps members to construct proper
attitudes
 Contributes to socialization of new
members
 Enhances member feeling of

13. Organization-A Organization-B
• Managers must fully document
all decisions.
• Creative decisions, change, and
risks are not encouraged.
• Extensive rules and
regulations exist for all
employees.
• Productivity is valued over
employee morale.
• Employees are encouraged to
stay within their own
department.
• Individual effort is encouraged.
• Management encourages and
rewards risk-taking and
change.
• Employees are encouraged to
run with ideas, and failures are
treated as learning experiences.
• Employees have few rules and
regulations to follow.
• Productivity is balanced with
treating its people right.
• Team members are encouraged
to interact with people at all
levels.
• Many rewards are team based.

14. Values of Founder
Selection
Criteria
Top Management
Socialization
Organizational
Culture

15.  Highly interpretive and subjective
 Requires insights into historical and current activities
 Cannot rely on what is verbally reported, need to verify
 Start with values, the essence of organizational philosophy
 Managerial culture is defined by the leadership style
 Organizational heroes personify the value system
 Rites and rituals are reflected by language and ceremonies
 Cultural symbols are the material artifacts

16.  Subcultures, multiple cultures exist within organizations
 Typically one dominant culture

17.  Helps you assess career opportunities and how you might fit into
an organization
 Helps you assess how to succeed within an organization or
whether it is possible

18. Any Question?