Organizational Culture
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Employees prefer working for companies like TATA and Reddys rather than government jobs because private companies provide employees with a sense of pride. Organizational culture refers to the shared beliefs, customs, and norms that are passed down through generations of employees. It is shaped by factors like leadership, organizational structure, and the characteristics of employees. Culture can be categorized into dimensions like national culture, business culture, occupational culture, and organizational culture. Organizational culture is created through practices like fair dealings, adopting change, effective decision making, teamwork, trust, innovation, respect, and ethics.
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Factors shaping organizational 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.
Organizational culture
Organizational culture is defined as the shared meanings, values, and beliefs held by members of an organization. It distinguishes one organization from others and guides employee attitudes and behaviors. Cultures are created by founders and sustained through practices like selection, training, rewards, and punishments. Employees learn the culture through actions of top management, socialization processes, and symbols like stories, rituals, and language. Maintaining the existing culture is important for an organization's stability and identity.
Organisational Culture & Ethics
Organizational culture encompasses values and behaviors that "contribute to the unique social and psychological environment of an organization"
Organizational culture
This document discusses organizational culture, including its key characteristics, types of culture, importance, and how culture is created and sustained within an organization. Specifically, it outlines that organizational culture is a system of shared meanings and beliefs that guide employee behavior. It also notes that selection practices, actions of top management, and socialization methods are important forces that help sustain organizational culture over time. Finally, it discusses recent trends showing that organizational culture is increasingly seen as critical to business success by executives.
National cultures & corporate culture
The document describes four corporate cultures:
1) Family culture - emphasizes relationships and status is ascribed to parent figures. Thinking is intuitive and criticism aims to save face.
2) Eiffel Tower culture - focuses on roles and status is ascribed to superior roles. Thinking is logical and analytical.
3) Guided Missile culture - emphasizes tasks and status is achieved through contributions to goals. Thinking is problem-centered and interdisciplinary.
4) Incubator culture - values creativity and status is achieved by exemplifying growth. Thinking is process-oriented and aims to improve ideas, not negate them.
organizational culture
This document defines and analyzes organizational culture. It discusses structural and experiential definitions of culture, as well as positive and negative, strong and weak cultures. Four alternative cultural descriptions are provided: positive strong culture, negative strong culture, negative weak culture, and positive weak culture. The document also examines factors within an organization's control, such as strategic factors, formal structures, technology, and official profiles that can impact culture. National culture is also discussed as influencing organizational culture.
Organizational culture
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.
Management Lecture 3 Organizational Culture
1) The document discusses a lecture on organizational culture and the constraints facing managers.
2) It explains the symbolic and omnipotent views of a manager's role, and suggests that reality reflects a synthesis of the two with both limitations and discretion.
3) Organizational culture is defined as the shared meanings and beliefs held by members that influence their actions.
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Factors shaping organizational 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.
Organizational culture
Organizational culture is defined as the shared meanings, values, and beliefs held by members of an organization. It distinguishes one organization from others and guides employee attitudes and behaviors. Cultures are created by founders and sustained through practices like selection, training, rewards, and punishments. Employees learn the culture through actions of top management, socialization processes, and symbols like stories, rituals, and language. Maintaining the existing culture is important for an organization's stability and identity.
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Organizational culture encompasses values and behaviors that "contribute to the unique social and psychological environment of an organization"
Organizational culture
This document discusses organizational culture, including its key characteristics, types of culture, importance, and how culture is created and sustained within an organization. Specifically, it outlines that organizational culture is a system of shared meanings and beliefs that guide employee behavior. It also notes that selection practices, actions of top management, and socialization methods are important forces that help sustain organizational culture over time. Finally, it discusses recent trends showing that organizational culture is increasingly seen as critical to business success by executives.
National cultures & corporate culture
The document describes four corporate cultures:
1) Family culture - emphasizes relationships and status is ascribed to parent figures. Thinking is intuitive and criticism aims to save face.
2) Eiffel Tower culture - focuses on roles and status is ascribed to superior roles. Thinking is logical and analytical.
3) Guided Missile culture - emphasizes tasks and status is achieved through contributions to goals. Thinking is problem-centered and interdisciplinary.
4) Incubator culture - values creativity and status is achieved by exemplifying growth. Thinking is process-oriented and aims to improve ideas, not negate them.
organizational culture
This document defines and analyzes organizational culture. It discusses structural and experiential definitions of culture, as well as positive and negative, strong and weak cultures. Four alternative cultural descriptions are provided: positive strong culture, negative strong culture, negative weak culture, and positive weak culture. The document also examines factors within an organization's control, such as strategic factors, formal structures, technology, and official profiles that can impact culture. National culture is also discussed as influencing organizational culture.
Organizational culture
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.
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1) The document discusses a lecture on organizational culture and the constraints facing managers.
2) It explains the symbolic and omnipotent views of a manager's role, and suggests that reality reflects a synthesis of the two with both limitations and discretion.
3) Organizational culture is defined as the shared meanings and beliefs held by members that influence their actions.
Organizational 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.
organizational behavior
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.
Organizational culture
This document discusses organizational culture and provides examples. It begins by defining an organization and culture. Organizational culture is described as the informal values, norms and beliefs that control how people interact within an organization. Characteristics of organizational culture like innovation, risk-taking and people orientation are discussed. The functions of culture in defining boundaries, conveying identity, and enhancing stability are outlined. How culture can create climate and be maintained through selection, socialization, and top management is explored. The impact of culture on performance and methods for studying culture are presented. A case study examines claims that Toyota's problems were due to its insular culture versus evidence that driver error was the primary cause of unintended acceleration.
organisation culture
Organizational culture can be defined as the shared beliefs, assumptions, values, and norms that shape how an organization functions. There are three key aspects for a culture to exist: it must be shared by most group members, passed down over generations, and influence behaviors and perceptions. An organization's culture includes both observable elements like practices and language as well as deeper levels involving values, assumptions, and socialization. Maintaining a strong organizational culture involves having consistent behaviors across the organization, shared approaches to problem-solving, and common rules around rewards and punishments. The socialization process is key to building and transmitting an organization's culture to new members.
Types of organizational culture
This ppt contains Organizational culture, Types of organizational culture, Importance of organizational culture.
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This document discusses organizational culture, including its components, sources, dominant and sub cultures. It describes how cultures are formed and maintained through socialization processes. Different types of cultures are identified based on levels of sociability and solidarity. The document also discusses managing and changing organizational culture, noting the importance of leadership, communication, and aligning other organizational systems with the desired new culture.
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Organizational cultures can be defined as shared values, norms, and practices that influence how people and groups interact and perform their work. There are several key features of organizational culture, including shared values and beliefs among members, common norms and meanings, and rituals and ceremonies. Leadership plays a central role in developing and shaping organizational culture to align with strategic goals. However, organizational culture can also have limitations if the leader imposes their views without input or if symbols are misrepresented. Ultimately, understanding how culture influences people within an organization is important for effective leadership.
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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.
Organizational Culture
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This document discusses organizational culture. It defines organizational culture as the behaviors of people within an organization and the meanings attached to those behaviors, including values, norms, systems, language, assumptions and habits. Organizational culture affects how people interact and is taught to new members. Key characteristics of culture include innovation, attention to detail, outcome orientation, and team orientation. An organization's culture is formed by its founders' philosophy, selection criteria, top management, and socialization. An effective organizational culture engages employees, creates synergy and success, and changes views of work. Factors like the nature of business, clients, and management style also impact organizational culture.
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Organizational Culture
The document summarizes key concepts about organizational culture from a textbook chapter, including that organizational culture is defined as shared meanings held by members, stems from founders' actions, is transmitted through socialization, stories, rituals and symbols, and can impact ethics, spirituality and diversity. Managers must consider culture when selecting employees, socializing them, and leading with ethical and positive role modeling.
Sustaining organisational culture & means of transmitting
Organizational culture refers to the values, beliefs, attitudes and behaviors that are shared among members of an organization. An organization sustains its culture through selection of individuals who fit the culture, actions of top management to communicate and model cultural norms, and socializing new employees. New employees go through stages of socialization including pre-arrival, encounter, and metamorphosis as they learn and adapt to the organizational culture. Organizational culture is transmitted through means such as stories, rituals, symbols, language, and slogans that express the organization's core values.
Organizational Culture ppt
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.
MGT210_12_02_TAFSIR.pptx
The chapter discusses constraints on managers from organizational culture and the external environment. It contrasts an omnipotent view of total managerial control with a symbolic view where external forces limit manager influence. A strong organizational culture shapes employee actions, while socialization helps new employees adapt. The external environment including political, economic, and technological factors also constrain managers. An organization must balance the needs of different stakeholders.
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Organizational 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.
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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.
Organizational culture
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organisation culture
Organizational culture can be defined as the shared beliefs, assumptions, values, and norms that shape how an organization functions. There are three key aspects for a culture to exist: it must be shared by most group members, passed down over generations, and influence behaviors and perceptions. An organization's culture includes both observable elements like practices and language as well as deeper levels involving values, assumptions, and socialization. Maintaining a strong organizational culture involves having consistent behaviors across the organization, shared approaches to problem-solving, and common rules around rewards and punishments. The socialization process is key to building and transmitting an organization's culture to new members.
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This ppt contains Organizational culture, Types of organizational culture, Importance of organizational culture.
ORGANIZATIONAL culture
This document discusses organizational culture, including its components, sources, dominant and sub cultures. It describes how cultures are formed and maintained through socialization processes. Different types of cultures are identified based on levels of sociability and solidarity. The document also discusses managing and changing organizational culture, noting the importance of leadership, communication, and aligning other organizational systems with the desired new culture.
Organizational cultures
Organizational cultures can be defined as shared values, norms, and practices that influence how people and groups interact and perform their work. There are several key features of organizational culture, including shared values and beliefs among members, common norms and meanings, and rituals and ceremonies. Leadership plays a central role in developing and shaping organizational culture to align with strategic goals. However, organizational culture can also have limitations if the leader imposes their views without input or if symbols are misrepresented. Ultimately, understanding how culture influences people within an organization is important for effective leadership.
Corporate Culture
This document discusses creating an ideal organizational culture. It begins by outlining the session outcomes, which are to understand what culture is, assess the current culture, create a vision for an ideal culture, draft core values and behaviors to drive change, and develop a culture roadmap. It then defines and compares different types of culture, both material and non-material. It also discusses the importance of corporate culture and examines organizational culture theory. The document outlines a process for developing an ideal culture, including defining core values and integrating cultural changes. It concludes by assessing whether the session achieved its intended outcomes.
Role of Organisational Culture in Ethics
The document discusses the role of organizational culture in ethics. It states that organizational culture influences ethical conduct at work and embedding ethical values in a company's culture can guide employee behavior. Each organization develops its own unique culture based on the values of its founder. A strong ethical culture within an organization results in positive ethical behavior from managers, while an ineffective culture can lead to unethical behavior. Top executives who demonstrate strong ethics can inspire subordinates.
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Organizational culture comprises the unwritten customs, behaviors and beliefs that determine how decisions are made within a company. The document analyzes the influence of organizational culture on employee performance at Wärtsilä Limited in Kenya. It identifies four key elements of organizational culture - values, climate, leadership style, and work processes. The study found a positive relationship between organizational culture and employee performance, though the effect varied among variables, with work processes having the strongest impact on performance at Wärtsilä.
Lecture 4 organizational culture
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.
Organizational Culture
Class Presentation
"Communication Theory"
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This document discusses organizational culture. It defines organizational culture as the behaviors of people within an organization and the meanings attached to those behaviors, including values, norms, systems, language, assumptions and habits. Organizational culture affects how people interact and is taught to new members. Key characteristics of culture include innovation, attention to detail, outcome orientation, and team orientation. An organization's culture is formed by its founders' philosophy, selection criteria, top management, and socialization. An effective organizational culture engages employees, creates synergy and success, and changes views of work. Factors like the nature of business, clients, and management style also impact organizational culture.
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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.
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Organizational Culture
The document summarizes key concepts about organizational culture from a textbook chapter, including that organizational culture is defined as shared meanings held by members, stems from founders' actions, is transmitted through socialization, stories, rituals and symbols, and can impact ethics, spirituality and diversity. Managers must consider culture when selecting employees, socializing them, and leading with ethical and positive role modeling.
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Organizational culture refers to the values, beliefs, attitudes and behaviors that are shared among members of an organization. An organization sustains its culture through selection of individuals who fit the culture, actions of top management to communicate and model cultural norms, and socializing new employees. New employees go through stages of socialization including pre-arrival, encounter, and metamorphosis as they learn and adapt to the organizational culture. Organizational culture is transmitted through means such as stories, rituals, symbols, language, and slogans that express the organization's core values.
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CHAPTER 07, organizational factors, business ethics.pptx
CHAPTER 07, organizational factors, business ethics.pptx
More from Swagat Rath
Patriotism and Marketing Strategy
Bajaj Auto launched the Bajaj V15 motorcycle, which was made using metal from the INS Vikrant, India's first aircraft carrier. To promote this patriotic product, Bajaj used various marketing tactics that appealed to national pride. This included launching around Republic Day, using the hit patriotic movie Airlift in promotions, and designing the motorcycle to resemble old military vehicles. Utilizing patriotic themes in marketing can be an effective strategy to increase brand image and attract customers with a strong sense of national pride. However, companies must maintain an appropriate tone and show proper respect for the country.
INNOVATION-ADOPTION AND DIFFUSION
Micromax successfully adopted an innovation and diffusion process for their mobile phones in India. They innovated affordable smartphones with good quality and launched various models. Their communication strategy involved making Akshay Kumar their brand promoter and running effective campaigns. This helped their mobile phones spread widely through social changes and changing consumer behavior over time. However, their LED TV launch using the same strategy failed as it lacked proper communication, brand promotion, and was launched at the wrong time without considering social and market changes. Their marketing strategy for LED TV needs to focus on brand promoters, offers, price penetration and social marketing.
Subhiksha
This document discusses Subhiksha, a retail organization in India that uses the concept of Every Day Low Pricing (EDLP) to motivate customers. It aims to be accessible to low-income households by providing low prices on branded products daily, similar to Casas Bahia in Brazil. Subhiksha's goal is to motivate India's middle class by appealing to their needs for bargains and savings while fulfilling their ego through slogans like "Bachat Mera Adhikar Subhiksha Mera Abhiman". It operates neighborhood stores for convenience and uses various technologies and an upgraded supply chain to provide additional customer benefits.
Change Management
Organization change involves moving from the present state to a desired future state to increase efficiency. It is a process, not an event, and is necessary for companies to avoid becoming immobilized. There are various forces that can drive organizational change, both internal forces like changes in employee expectations or a crisis, and external forces like globalization, technology changes, or increased competition. Different models and approaches can be used to manage organizational change, such as total quality management (TQM) which takes a continuous improvement approach, or business process reengineering which aims for dramatic improvements through radical redesign. Key steps in the change process include recognizing the need for change, diagnosing problems, planning and implementing the change, and following up on the change.
Personality
Personality is defined as an individual's dynamic behavior patterns and thought processes. It is determined by their unique adjustment to their environment. Personality is influenced by both internal and external factors like biology, heredity, environment, culture and life experiences. Some major theories of personality include trait theory, psychoanalytic theory, learning theory, and typology theories like Myers-Briggs. Personality develops over the lifespan through stages influenced by Freudian concepts like the oral stage and Oedipus complex.
Team
A team is defined as a small group of people with a shared goal who hold themselves mutually accountable. Key features of a team include shared leadership, self-management of work processes and goals, and collective performance and accountability. A team has complementary skills oriented around a common commitment, whereas a group has diverse skills around a common goal. There are different types of teams including problem-solving teams, management teams, work teams, and virtual teams. For a group to become an effective team, there must be cooperation, trust, training, rewards, and a commitment to the team over individual goals.
Motivationt
This document discusses various theories and concepts related to motivation. It defines motivation as a desire within a person to achieve goals. It then covers types of motivation like positive and negative motivation. Several motivation theories are explained briefly, including Maslow's hierarchy of needs, Herzberg's two-factor theory, ERG theory, expectancy theory, and Likert's management system. The objectives, features, and best practices for motivating employees are also outlined.
Leadership
This document discusses various leadership styles and theories. It describes authoritarian, participative, and free rein styles of leadership based on authority. Additionally, it covers task-oriented and people-oriented leadership styles. Transactional leadership uses rewards and punishments, while transformational leadership inspires followers through idealized influence, inspirational motivation, intellectual stimulation, and individualized consideration. Contingency theory states that leadership effectiveness depends on situational factors like task structure and leader-member relations. Overall, the document provides an overview of different conceptual frameworks for understanding leadership styles and approaches.
Attitude
This document discusses the nature and components of attitudes. It defines attitude as feelings, beliefs, and tendencies towards objects, ideas, places, and situations. Attitudes have three main components - cognitive (beliefs and knowledge), affective (feelings and emotions), and behavioral (tendencies to act). Attitudes are learned and can change over time. They are influenced by factors like family, peers, socioeconomic status, and mass media. Measuring and changing attitudes is also discussed.
Social class
Social class divides society into hierarchical groups based on factors like education, income, and occupation. Social classes have existed for thousands of years and were first established by ancient Egyptians. Social class determines status and influences consumer behavior, with upper classes preferring luxury brands and lower classes prioritizing low prices and availability. Marketers must understand how social class affects purchasing decisions and tailor their products, pricing, placement, and promotion strategies accordingly.
Culture
Culture is a continuous process through which norms, values, and beliefs are transferred between generations through learning and sharing. It consists of ideas like beliefs and values and forms an organizational system that influences individual thinking and behavior. Elements of culture like language, customs, values, rituals, and ideal personalities affect consumer behavior at different stages like pre-purchase, purchase, consumption, and disposal. Marketers must understand differences in national culture, subcultures, languages, symbols, and rituals to influence consumer behavior across India. Values related to cleanliness, traditions, status, security, and nature also vary between cultures and impact product preferences.
Demarketing...YAMAHA
This document discusses demarketing and its need, benefits, and challenges. Demarketing refers to reducing demand for a product by discouraging customers from purchasing. It is needed to maintain supply and demand balance, maximize long-term profits, and discourage short-term thinking. Benefits include price stability, profitability, and satisfying customers. The case study discusses how Yamaha used demarketing by updating outdated 2-stroke motorcycle models as competition and customer preferences changed. New models were launched addressing these issues. Challenges to demarketing include adapting to shifting external factors and ensuring pricing and segmentation strategies remain effective.
Dove Soap Changing Consumer Behavior for Women
Unilever launched the Campaign for Real Beauty (CFRB) in 2004 to promote a broader definition of beauty using Dove products. Prior concepts of beauty were narrow, focusing only on youth and certain physical attributes. The CFRB aimed to challenge stereotypes and encourage discussion. Research showed that advertising did not reflect consumers' views of beauty. Dove continued surveys in 2005 and 2006 that reinforced earlier findings and informed their marketing strategy of using inclusive messages to attract customers by positioning soap as a beauty product at an initially low price. Some critics argued Dove's messages contradicted selling products aimed at physical changes, but the campaign was largely successful in branding.
Chotu Kool
Chottu Cool is a small, portable cooler launched by Godrej to change consumer behavior in rural India. It is affordable, lightweight, energy efficient, and suitable for small living spaces. Field research found that rural Indians live in small homes and purchase daily needs in small quantities. Chottu Cool keeps food fresh between 5-15 degrees Celsius, weighs 7.8 kg, and costs between Rs. 3250-3500. It runs on battery, solar, or inverter power. Godrej promoted Chottu Cool through rural post offices to reach lower income customers. The product targets farmers, shopkeepers, and small businesses. It is suitable for families of any size, age, or income level due to its affordable price and DC
Chotu Kool.................
Chottu Cool is a small, portable cooler launched by Godrej to change consumer behavior in rural India. It is affordable, lightweight, energy efficient, and suitable for small living spaces. Field research found that rural Indians live in small homes and purchase daily needs in small quantities. Chottu Cool is priced at Rs. 3500, keeps food cool between 5-15 degrees Celsius without refrigerants or compressors, and targets lower income consumers, farmers, and small businesses. Godrej promoted Chottu Cool through rural and urban post offices by offering a Rs. 300 discount. The product faces challenges of a dispersed market, low incomes, and cultural diversity, which Godrej addressed through learning from consumer insights and keeping the product affordable
Group activity
The document defines groups and their key characteristics such as interaction among members, common interests or goals, and members seeing themselves as part of the group. It discusses different types of groups including formal groups established by an organization, informal groups, and change membership groups. The types and purposes of formal and informal groups are described. Factors influencing why people join groups and the benefits of groups from an organizational perspective are also summarized. Stages of group development including forming, storming, norming, performing, and adjourning are outlined. Alternative theories of group development and some limitations of groups are mentioned. Key aspects related to group norms, tasks, cohesiveness, and increasing/decreasing cohesiveness are defined at a high level
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Organizational Culture
- 2. EMPLOYEE Prefer TATA & Reddys than Govt Jobs Because They are Providing a Pride to the employees
- 3. Organizational Culture Organizational Culture- means a set of belief .Arts,Customs,Norms which simply passed and shared by its employees or Shared from generation to generation. Individual Initiative-The degree of Responsibility & Freedom a employee have Risk Tolerance-The degree where the employee encouraged. Direction-The degree where the organization creates a clear objective Integration-Unit in Organization coordinate with each other. Management Support-The Communication by top management Control-The Rules and Regulations of the Organization Appraisal system-How the Employee got the rewards Conflict Tolerance-The degree of Conflict tolerances and Openness
- 6. Culture comes from Identification Leader- The owner of the company his mission and objective. The founders behavior and experiences Property Rights-Each members (BOD) in organization his values and beliefs for organization. Organization Structure-The hierarchy of the organization and the level of employees Characteristics of people-The contribution of each employee and by whom the organization Composed
- 7. Dimension of Culture National Culture Occupational Culture Business Culture Organizational Culture
- 8. Dimension of Culture National Culture-National Culture means the dominants culture of political and economical power within the boundary of the nation. Like age,Family,Individual Business Culture-It means the correct and the acceptable way to doing business in Society. It is dealing with how to promote the business and motivate the subordinates. Occupational Culture-The norms,Values,Belief of an individual in a same working group. Organizational Culture-means a set of belief .Arts,Customs,Norms which simply passed and shared by its employees
- 9. Types of Culture Authoritarian Culture- • The Power is concentrated in leader. • Disciplined are stressed. • Disobedient is punished to be an example to other. • Leader act in his own interest and change the culture according to his needs. Participative Culture- • Peoples are involved in decision making. • Group Problem Solving Methods • Workers participation in top management • See them equally and share all the innovative information
- 10. Dominant Culture • Big Organization have dominating Culture. • It is always deals with the core values and Objective of the business • Distinctive personality of the organization. Sub Culture- • It means the culture and belief according to the location and area • It is also having core value but according to the area it is change to acceptability. Strong Culture- • Positive attitude towards work • Less Absenteeism & Motivation • Group forms and cohesion • High Behavioral Control. • Powerful than rules and regulations.
- 11. Weak Culture- • Lack of Organizational identity. • Its changed according to the sub culture of the employee. • Lack of shared values. • No sense of identity. Unhealthy Culture- • In Side Political environment • Personal lobbying by a key executives. • No freedom and Autonomous Culture. • Good Staying for the management with in low salary.
- 12. How Culture Created • Fair Dealings-Dealing Fairly with employee • Adopt Change-Merging and cultural change • Make Decision-Effective decision making • Team Work-Work as a team • Trust-Trust on employee • Working Innovation-Innovative culture • Respect-Respect and pride to employee • Ethics –No Corruption an conflict