The document discusses organizational culture and how it forms and is maintained. It provides definitions of organizational culture and notes that culture is shared meanings held by members that distinguishes one organization from others. It also summarizes that culture is created and reinforced through various mechanisms like stories, rituals, language, and material symbols used by the organization. The document outlines key aspects of organizational culture like innovation, attention to detail, and team orientation. It also contrasts characteristics of two hypothetical organizations with different cultures.

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3. ORGANIZATIONAL CULTURE
By
KAMALAKKANNAN G
VENKATESAN T
DEPARTMENT OF MANAGEMENT STUDIES
PONDICHERRY UNIVERSITY

4. Organizational Culture
Originated in 1940s
• organizational climate studies, was prominent during the
1960s and 1970s
• Popularized in early 1980s
• viewed the
informal,
nonmaterial,
interpersonal,
moral bases
of cooperation and commitment as perhaps more important

5. Organizational culture became a business phenomenon
in the early 1980s, triggered by four seminal books:
♦ Ouchi’s (1981) Theory Z: How American Business Can Meet the Japanese
Challenge
♦ Pascale and Athos’s (1982) The Art of Japanese Management: Applications
for American Executives
♦ Deal and Kennedy’s (1982) Corporate Cultures: The Rites and Rituals of
Corporate Life
♦ Peters and Waterman’s (1982) In Search of Excellence: Lessons from
America’s Best Run Companies.

6. Definition
A system of shared meaning held by members that
distinguishes the organizations.
Set of key behaviors, beliefs and shared understandings
that are shared by members of the organization.
Defines basic organizational values and communicates
to new members the correct way to think and act.

7. PRIMARY CHARACTERISTICS
• Innovation and Risk Taking
• Attention to detail
• Outcome Orientation
• People Orientation
• Team Orientation
• Aggressiveness
• Stability

8. Why we learn Culture in OB
To Defines the boundary between one
organization and others.
To Convey a sense of identity for its
members.
To Facilitate the generation of commitment
to something larger than self-interest.
self-
To Enhance the stability of the social
system.

9. Organizational Culture & the Bottom Line
- Dr. Kathleen Miller, 1992
1. an environment where people felt that they were all part of
the company team
2. consultants on a weekly basis to address their interpersonal
and relationship issues
3. owners committed to spending time on the shop floor each
day listening to employees about their vision for the company
and how the employees fit into that vision
4. daily communications meetings for discussing their opinions
and differences behind closed doors rather than in public

10. How Organizational Cultures Have an Impact on
Performance and Satisfaction
Strength
Objective Factors Performance
• Innovation and risk taking
• Attention to details Perceived Hi
• Outcome orientation Organizational
•People orientation as culture
•Team orientation
•Aggressiveness
Low
•Stability
Satisfaction

11. Do Organizations Have Uniform Cultures
Dominant Subcultures
Culture
Core
Values

12. Creating And Sustaining Culture

13. How Organization Cultures Form
Top
Management
Philosophy
of
Organization’s Selection Organizational
Criteria Culture
Founders
Socialization

14. Keeping Culture Alive
• Concerned with how well the candidates
Selection will fit into the organization.
• Provides information to candidates
about the organization.
Top • Senior executives help establish
behavioral norms that are adopted
Management by the organization.
• The process that helps new
Socialization employees adapt to the
organization’s culture.

15. A Socialization Model

16. Stages in the Socialization Process

17. Entry Socialization Options
Formal Individual
versus versus
Informal Collective
Fixed Serial
versus versus
Variable Random

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

19. Stories Rituals
How Employees
Learn Culture/
How we “reinforce” it
reinforce”
Language Material
Symbols

21. Creating an Ethical Organizational Culture
Organizational Characteristics – Maintaining High Ethical Standards
 High in risk tolerance
 Low to moderate in aggressiveness
 Focus on means as well as outcomes
Ethical Culture can be Created by the following Steps
 Being a visible role model
 Communicating ethical expectations
 Providing ethical training
 Visibly rewarding ethical acts and punishing unethical ones
 Provide Protective Mechanism

22. Creating a Positive Organizational Culture
Positive Organizational Culture
 Builds on employee strengths
 Rewards more than it punishes
 Emphasizes individual vitality and growth

23. Case Study 2
Creating Innovative Organizational Culture
- Business Week Magazine, 2007
In 3M
1. Recruiting and Retaining Talent
2. Creating a Challenging Environment
3. Knowledge Sharing
4. Rewarding Innovation
5. Mentors, Sponsors and Champions