Organizational culture is defined as the shared beliefs, assumptions, values, and norms that shape how employees behave and perceive their work. It is developed and passed down through socialization. There are observable elements of culture like language and symbols, as well as deeper, unobservable elements like assumptions and values. The main types of organizational culture are bureaucratic, clan, market, and entrepreneurial cultures. A strong organizational culture is built through careful employee selection and socialization, developing a common style and approach, and reinforcing cultural values through rewards and role modeling. This leads to outcomes like job satisfaction, performance, and commitment to the organization.
Meaning of Organizational Culture; Characteristics of Organization Culture; Types of Organization Culture/ Do Organizations Have Uniform Cultures? Functions of Organization Cultures; How Do Employees learn Culture? Creating an Ethical Organizational Culture
Creating a Customer-Responsive Culture.
Introduction of organizational culture
Definition of organizational culture
Characteristics of organizational culture
Types of organizational culture
Importance of organizational culture
Strong vs Weak culture
Functions of organizational culture
Creating an ethical organizational culture
How employees can learn Organizational culture
Meaning of Organizational Culture; Characteristics of Organization Culture; Types of Organization Culture/ Do Organizations Have Uniform Cultures? Functions of Organization Cultures; How Do Employees learn Culture? Creating an Ethical Organizational Culture
Creating a Customer-Responsive Culture.
Introduction of organizational culture
Definition of organizational culture
Characteristics of organizational culture
Types of organizational culture
Importance of organizational culture
Strong vs Weak culture
Functions of organizational culture
Creating an ethical organizational culture
How employees can learn 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.
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.*
Organizational culture and its influence on project managementRuhull
Within any organization, successful project management is contextual. What that means is that the organization itself matters:
its culture;
its structure;
and its strategy. Each play an integral part and together they create the environment in which a project will flourish or founder.
Issues that affect a project can vary widely from company to company.
Contextual issues provide the backdrop around which project activities must operate, so understanding what is beneath these issues truly contributes to understanding how to manage projects.
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.
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.*
Organizational culture and its influence on project managementRuhull
Within any organization, successful project management is contextual. What that means is that the organization itself matters:
its culture;
its structure;
and its strategy. Each play an integral part and together they create the environment in which a project will flourish or founder.
Issues that affect a project can vary widely from company to company.
Contextual issues provide the backdrop around which project activities must operate, so understanding what is beneath these issues truly contributes to understanding how to manage projects.
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.
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.
It explains about the organizational culture and its advantages, outcome of HR culture and how it helps to attain organizational sustainability in present conditions and also in future. the organizational culture explains the shared beliefs, values and norms followed in their organization which is distinct from other organization to attract competent employees and also to become competitive advantage among others.
The Indian economy is classified into different sectors to simplify the analysis and understanding of economic activities. For Class 10, it's essential to grasp the sectors of the Indian economy, understand their characteristics, and recognize their importance. This guide will provide detailed notes on the Sectors of the Indian Economy Class 10, using specific long-tail keywords to enhance comprehension.
For more information, visit-www.vavaclasses.com
We all have good and bad thoughts from time to time and situation to situation. We are bombarded daily with spiraling thoughts(both negative and positive) creating all-consuming feel , making us difficult to manage with associated suffering. Good thoughts are like our Mob Signal (Positive thought) amidst noise(negative thought) in the atmosphere. Negative thoughts like noise outweigh positive thoughts. These thoughts often create unwanted confusion, trouble, stress and frustration in our mind as well as chaos in our physical world. Negative thoughts are also known as “distorted thinking”.
Welcome to TechSoup New Member Orientation and Q&A (May 2024).pdfTechSoup
In this webinar you will learn how your organization can access TechSoup's wide variety of product discount and donation programs. From hardware to software, we'll give you a tour of the tools available to help your nonprofit with productivity, collaboration, financial management, donor tracking, security, and more.
Operation “Blue Star” is the only event in the history of Independent India where the state went into war with its own people. Even after about 40 years it is not clear if it was culmination of states anger over people of the region, a political game of power or start of dictatorial chapter in the democratic setup.
The people of Punjab felt alienated from main stream due to denial of their just demands during a long democratic struggle since independence. As it happen all over the word, it led to militant struggle with great loss of lives of military, police and civilian personnel. Killing of Indira Gandhi and massacre of innocent Sikhs in Delhi and other India cities was also associated with this movement.
2. Definition
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.
The attitudes and approaches that typify the
way staff carry out their tasks.
Culture is developed and transmitted by
people, consciously and unconsciously, to
subsequent generations.
3. What must be for culture to
exist?
1. It must be shared by the vast majority of
members of a group or society;
2. It must be passed on from generation to
generation; and
3. It must shape behaviour and perceptions.
5. Shared assumptions
Shared assumptions are the thoughts and
feelings that members of a culture take for
granted and believe to be true.
6. Values and norms
Values: are the basic beliefs people hold
that specify general preferences and
behaviours, and define what is right and
wrong.
Cultural values are reflected in a society’s
morals, customs and established practices
Norms are rules that govern behaviours of
groups of people.
7. Symbols
A symbols is any visible object, act, or event
that conveys meaning to others. Examples:
Artefacts
Dress
Office layout
Slogans
ceremonies
8. Socialization
Socialization is the process by which
people lean valves, norms, behaviours and
social skills. It is the means by which new
members are brought into a culture.
9. Types of organizational culture
The basic types of organizational
culture are:
1. Bureaucratic
2. Clan
3. Market
4. Entrepreneurial
10. Bureaucratic Culture
In this type of culture the behaviour of
employees is governed by formal rules and
standard operating procedures.
Such a culture perpetuates stability.
Organizations with bureaucratic culture tend to
produce standardized goods and services,
examples:
Government ministries
Fast food establishments
11. Clan Culture
In a clan culture the behaviour of individuals are
shaped by tradition, loyalty, personal commitment,
extensive socialization and self-management.
A clan culture achieve unity through socialization.
Long-term employees serve as mentors
Members are aware of the organization’s history
and have an understanding of the expected
manner of conduct and organizational style.
Members share feelings of pride in membership.
Peer pressure to adhere to important norms is
strong
12. Market Culture
In a market culture, the values and norms reflect the
significance of achieving measurable and demanding
goals mainly concerning those that are financial and
market based.
Companies with a market culture tend to focus on:
Sales growth
Profitability
Market share
In a market culture the relationship between individuals
and the organization is contractual (previously agreed).
Individuals are responsible for their performance;
whereas the organization promises specific rewards for
levels of performance.
Managers are not judge on their effectiveness as role
models or mentors; but on monthly, quarterly, and
annual performance goals based on profit.
13. Entrepreneurial Culture
Organizations
existing in the
context of an
entrepreneurial
culture are
characterized by high
levels of risk taking
and creativity.
There is a
commitment to
experimentation,
innovation, and being
Steve Jobs – Apple
14. Relationship between culture and
organizational performance
Organizational culture has the potential to
enhance organizational performance,
individual satisfaction, the sense of certainty
about how problems are to be handled.
Culture serves as a control mechanism to
channel behaviour towards desired behaviours
and to prevent undesired behaviours.
15. Building a strong organizational
culture
1. A common behavioural style must be shared by
managers and employees.
2. Have the same basic approaches to solving
problems, meeting goals, and dealing with
stakeholders.
3. Have share common norms that guide rule
governing rewards and punishment.
4. A strong organizational culture assists in the
creation of a stable organization, the
consequence of which lead to the achievement
of the company’s strategic goals.
16. Steps to building a strong
organizational culture -
socialization
•Careful
selection
Step 1
•Challenging
early work
assignments
Step 2 •Training to
develop
capabilities
with culture
Step 3
•Reward and
sustain culture
Step 4
•Adoption of
cultural value
policies
Step 5
•Reinforce
culture with
ritual, stories
rites
Step 6 •Role model to
sustain culture
Step 7
17. Outcomes of socialization
process
Job satisfaction
Role clarity
High work
performance
Understanding of
culture
Commitment to
organization
Internal values
Job dissatisfaction
Role ambiguity and
conflict
Misunderstanding,
tension, and
perceived lack of
control
Low job involvement
Low performance
Rejection of values
Successful socialization Unsuccessful socialization