ORGANIZATIONAL_CULTURE.pptx

ORGANIZATION CULTURE
SHAMIMA AKTER
B. SC IN OT, M.SC IN RS
ASSISTANT PROFESSOR,
DEPARTMENT OF OCCUPATIONAL THERAPY
BANGLADESH HEALTH PROFESSIONS INSTITUTE
CENTRE FOR THE REHABILITATION OF THE PARALYSED
CHAPAIN, SAVAR

ORGANIZATION
 Consciously coordinated social unit,
composed of two or more people that functions
on a relatively continuous basis to achieve a
common goal or set of goals.

BEHAVIOR
 Behavior refers to the way of acting or
functioning. Or behavior can be explained as
the pattern of actions to somebody or
something.
 Behavior is composed of values, attitudes and
perception, personality and emotion, and
ability and learning.

CAUSES OF DIFFERENCE IN INDIVIDUALS’
BEHAVIOR
 The behavior of all people is not same.
Individuals behave in many different ways.
 Their behavior varies due to various causes.
 These causes result from different biographical
characteristics; differences in values, attitudes
and perception, personality and emotion;
different abilities, and learning.

BIOGRAPHICAL
CHARACTERISTICS
Biographical characteristics refer to the personal
characteristics of individuals, such as
 Age,
 Gender,
 Marital Status.

VALUES
 Values represent basic convictions that “a
specific mode of conduct or end-state of
existence is personally or socially preferable to
an opposite or converse mode of conduct or
end-state of existence”.
 Judgmental elements that represent an
individual’s ideas as to what is right, good, or
desirable.

ATTITUDES
 Evaluating statements or judgments
concerning objects, people, or events.
 Feelings and beliefs that largely determine
how employees will perceive their
environment, commit themselves to intended
actions, and ultimately behave.

PERCEPTION
 Individual’s own view of the world.
 A process by which individuals organize and
interpret their sensory impressions in order to
give meaning to their environment.

PERSONALITY
 The sum total of ways in which an individual
reacts and interacts with others.
 The dynamic organization, within the
individual, of those psychological systems, that
determine his/her unique adjustments to
his/her environment.

EMOTION
 Intense feeling that are directed at someone or
something

ABILITY
 Ability refers to an individual’s capacity to
perform the various tasks in a job.
 A job is usually composed of various tasks,
and to perform that job satisfactorily, an
individual may require different types of ability.

INTELLECTUAL ABILITY
 The capacity to do mental activities.

PHYSICAL ABILITY
 The capacity to do tasks demanding stamina,
dexterity, strength, and similar characteristics.

LEARNING
 Individuals’ behavior varies, due to learning.
 Because learning of individuals is different or
they learn in different ways.
 Anything relatively permanent change in
behavior that occurs as a result of experience.

ORGANIZATIONAL BEHAVIOR
 Organizational behavior is the study and
application of knowledge about how people  as
individuals and as groups  act within
organizations.
 It strives to identify ways in which people can act
more effectively.
 Organizational behavior (often abbreviated as OB)
is a field of study that investigates the impact that
individuals, groups, and structure have on
behavior within organizations, for the purpose of
applying such knowledge toward improving an
organization’s effectiveness.

Continue…
 OB studies three determinants of behavior
in organizations: individuals, groups, and
structure.
 OB applies the knowledge gained about
individuals, groups, and the effect of
structure on behavior in order to make
organizations work more effectively.

HUMAN BEHAVIOR AT WORK – BEHAVIOR
STUDY OF INDIVIDUALS
 Organizational behavior is concerned with the study of what
people do in an organization and how that behavior affects
the performance of the organization.
 And because OB is concerned specifically with employment-
related situations, people should not be surprised to find that
it emphasizes behavior as related to concerns such as:
 Jobs
 Works
 Absenteeism
 Employment Turnover
 Productivity
 Human Performance
 Job Satisfaction
 Organizational Citizenship

GOALS OF ORGANIZATIONAL BEHAVIOR
 1.8 The mission of organizational behavior is the
study of what people do in an organization and
how that behavior affects the performance of the
organization. It can be broken down into four
goals, such as
 To Describe
 To Understand
 To Predict
 To Control
 To Describe
 Describe, systematically, how people behavior
under a variety of conditions.

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 To Understand
 Understand why people behavior as they do.
 To Predict
 Predict future behavior of the employee.
 To Control
 Control, at least partially, the behavior of the
employees, and develop some human activity
at work.

Key Forces Affecting Organization
Behavior
 A complex set of forces affects the nature of
organizations today.
 A wide array of issues and trends in these
forces can be classified into four areas 
people, structure, technology, and the
environment in which the organization
operates.
 Referring to the following figure.

Continue…
 When people work together in an organization
to accomplish an objective, some kind of
structure of formal relationships is required.
 People also use technology to help get the job
done, so there is an interaction of people,
structure, and technology.
 In addition, these elements are influenced by
the external environment, and they influence it.

PEOPLE
 People make up the internal social system of the
organization.
 That system consists of individuals and groups, and
large groups as well as small ones.
 There are unofficial, informal groups and more official,
formal ones.
 Groups are dynamic.
 They form, change, and disband. People are the
living, thinking, feeling beings who work in the
organization to achieve their goals.
 It must remember that organizations exist to serve
people, rather than people existing to serve
organizations.

STRUCTURE
 Structure defines the formal relationship and
use of people in organizations.
 Different jobs are required to accomplish all of
an organization’s activities.
 There are managers and employees,
accountants and assemblers.
 These people have to be related in some
structural way so that their work can be
effectively coordinated.

TECHNOLOGY
 Technology provides the resources with which
people work and affects the tasks that they
perform.
 The technology used has a significant influence
on working relationships.
 An assembly line is not the same as a research
laboratory, and a still mill does not have the same
working conditions as a hospital.
 Therefore, though technology has great
advantages, but it also restricts people and
organizations in various ways.

ENVIRONMENT
 All organizations operate within an internal and an
external environment.
 A single organization does not exist alone. It is a
part of a larger system that contains many other
elements, such as government, the family, and
other organizations.
 Numerous changes in the environment create
demands on organizations.
 Citizens expect organizations to be socially
responsible; new products and competition for
customers come from around the globe; the direct
impact of unions (as measured by the proportion of
the labor force that is unionized) diminishes; the
dramatic pace of change in society quickens.

The nature of
people
The nature of
organization
Individual difference Social system
Perception Mutual interest
A whole person Ethics
Motivated behaviour
Value of the person

The nature of people
 With regards to people, there are six basic
concepts:
1. individual differences,
2. perception,
3. a whole person,
4. motivated behavior,
5. desire for involvement, and
6. value of the person.

Individual Differences
 People have much in common (they become
excited by an achievement; they are grieved by
the loss of a loved one), but each person in the
world is also individually different.
 The idea of individual differences is supported by
science.
 Each person is different from all others, probably
in millions of ways, just as each person’s DNA
profile is different, as far as we know.
 So, all people are different, and this diversity
needs to be recognized and viewed as a valuable
asset to organizations.

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 Individual differences mean that management
can motivate employees best by treating them
differently.
 Individual differences require that a manager’s
approach to employee be individual, not
statistical.
 This belief that each person is different from all
others is typically called the law of individual
differences.

Perception
 People look at the world and see things
differently.
 Even when presented with same object, two
people may view it in two different ways.
 Their view of their objective environment is
filtered by perception, which is the unique way
in which each person sees, organizes, and
interprets things.

Continue…
 Having unique views is another way in which
people insist on acting like human beings
rather than rational machines.
 Managers must learn to expect perceptual
differences among their employees, accept
people as emotional beings, and manage
them in individual ways.

A Whole Person
 Although some organizations may wish they could
employ only a person’s skill or brain, they actually
employ a whole person rather than certain
characteristics.
 Different human traits may be studied separately,
but in the final analysis they are all part of one
system making up a whole person.
 Skill does not exist apart from background or
knowledge.
 Home life is not totally separable from work life,
and emotional conditions are not separate from
physical conditions.
 People function as total human beings.

Motivated Behavior
 Normal behavior has certain causes – related to a
person’s needs or the consequences that result
from acts.
 In the case of needs, people are motivated not by
what we think they ought to have but by what they
themselves want.
 To an outsider, a person’s needs may be
unrealistic, but they are still controlling.
 This fact leaves management with two basic ways
to motivate people.
 It can show them how certain actions will increase
their need fulfillment, or it can threaten decreased
need fulfillment if they follow an undesirable
course of action.

Desire for Involvement
 Many employees today are actively seeking
opportunities at work to become involved in
relevant decisions, thereby contributing their
talents and ideas to the organization’s success.
 They hunger for the chance to share what they
know and to learn from experience.
 Consequently, organizations need to provide
opportunities for meaningful involvement.
 This can be achieved through employee
empowerment  a practice that will result I
mutual benefit for both parties.

Value of The Person
 People deserve to be treated differently from
other factors of production (land, capital,
technology) because they are of a higher order
in the universe.
 Because of this distinction, they want to be
treated with caring, respect, and dignity;
increasingly, they demand such treatment from
their employers.
 They want to be valued for their skills and
abilities and to be provided with opportunities
to develop themselves.

THE NATURE OF
ORGANIZATION
 With regards to organizations, the three key
concepts are that they are social systems, they
are formed on the basis of mutual interest, and
they must treat employees ethically.

Social Systems
 From sociology we learn that organizations are
social systems; consequently, activities therein
are governed by social laws as well as
psychological laws.
 Just as people have psychological needs, they
also have social roles and status.
 Their behavior is influenced by their group as well
as by their individual drives.
 In fact, two types of social systems exist side by
side in organizations.
 One is the formal (official), and the other is the
informal social system.

Continue…
 The existence of a social system implies that the
organizational environment is one of dynamic
change rather than a static set of relations as
pictured on an organization chart.
 All parts of the system are interdependent, and
each part is subject to influence by any other part.
 Everything is related to everything else.
 The idea of a social system provides a framework
for analyzing organizational behavior issues.
 It helps make organizational behavior problems
understandable and manageable.

Mutual Interest
 Organizations need people, and people need
organizations.
 Organizations have a human purpose.
 They are formed and maintained on the basis
of some mutual interest among their
participants.
 Managers need employees to help them reach
organizational objectives; people need
organizations to help them reach individual
objectives.

Ethics
 In order to attract and retain valuable
employees in an era in which good workers
are constantly recruited away, ethical
treatment is necessary.
 To succeed, organizations must treat
employees in an ethical fashion.
 More and more firms are recognizing this need
and are responding with a variety of programs
to ensure a higher standard of ethical
performance by managers and employees
alike.

LIMITATIONS OF ORGANIZATIONAL
BEHAVIOR
 Organizational behavior is a very important field of
study to acquire knowledge about human behavior at
work.
 It enables managers to have a clear picture about the
work force and their attitudes towards organizations,
and vice-versa.
 Through OB is very help, but problems exist in OB’s
nature and use.
 It will not abolish conflict and frustration; it can only
reduce them.
 It is a way to improve, not an absolute answer to
problems.
 Furthermore, it is but part of the whole cloth of an
organization.

Conclusion
 Improved organizational behavior will not solve
unemployment.
 It will not make up for our own deficiencies.
 It cannot substitute for poor planning, inept
organizing, or inadequate controls.

Continue…
 Now we are going to discuss three major
limitations of organizational behavior in
details.
 The limitations are as follows:
 Behavioral Bias,
 The Law of Diminishing Returns,
 Unethical Manipulation of People.

BEHAVIORAL BIAS
 People who lack system understanding may
develop a behavioral bias, which gives them a
narrow viewpoint that emphasizes satisfying
employee experiences while overlooking the
broader system of the organization in relation
to all its publics.
 This condition is a reflection of tunnel vision, in
which people have narrow viewpoints, as if
they were looking through a tunnel.

Continue…
 They see only the tiny view at the other end of
the tunnel while missing the broader
landscape.
 It should be evident that concern for
employees can be so greatly overdone that the
original purpose of bringing people together –
productive organizational outputs for society -
is lost.
 Sound organizational behavior should help
achieve organizational purposes, not replace
them.

THE LAW OF DIMINISHING
RETURNS
 Overemphasis on an organizational behavior
practice may produce negative results, as
indicated by the law of diminishing returns.
 It is a limiting factor in organizational behavior
the same way that it is in economics.
 In economics the law of diminishing returns
refers to a declining amount of extra outputs
when more of a desirable input is added to an
economic situation.
 After a certain point, the output from each unit
of added input tends to become smaller.

Continue…
 The added output eventually may reach zero and
even continue to decline when more units of input are
added.
 The law of diminishing returns in organizational
behavior works in a similar way.
 It states that at some point, increases of a desirable
practice produce declining returns, eventually zero
returns, and then negative returns as more increases
are added.
 Diminishing returns may not apply to every human
situation, but the idea applies so widely that it is of
general use.
 Furthermore, the exact point at which an application
becomes excessive will vary with the circumstances,
but an excess can be reached with nearly any
practice.

UNETHICAL MANIPULATION OF
PEOPLE
 A significant concern about organizational
behavior is that its knowledge and techniques can
be used to manipulate people unethically as well
as help them develop their potential.
 People who lack respect for the basic dignity of
human being could learn organizational behavior
ideas and use them for selfish ends.
 People could use what they know about
motivation or communication in the manipulation
of people without regard for human welfare.
 People who lack ethical values could use people
in unethical ways.

CONTINUING CHALLENGES TO
ORGANIZATIONAL BEHAVIOR
Organizational behavior is an emerging field of
study to deal with human beings at their work
place. Some challenges to this emerging field
are as follows:
 Seeking Quick Fixes
 Varying Environments
 Lack of A Single Definition

Seeking Quick Fixes
 One problem that has plagued organizational
behavior has been the tendency for business firms
to have short time horizons for the expected payoff
from behavior programs.
 This search for a quick fix sometimes leads
managers to embrace the newest fad, to address
the symptoms while neglecting underlying
problems, or to fragment their efforts within the
firm.
 The emergence of organizational development
programs that focus on systematic change and the
creation of long-term strategic plans for the
management of human resources have helped
bring about more realistic expectations concerning
employees as a productive asset.

Varying Environment
 Another challenges that confronts
organizational behavior is to see whether the
ideas that have been developed and tested
during periods of organizational growth and
economic plenty will endure with equal
success under new conditions.
 Specifically, the environment in the future may
be marked by the shrinking demand, scare
resources, and more intense competition.
 When organizations stagnate, decline, or have
their survival threatened, there is evidence that
stress and conflict increase.

Lack of Single Definition
 Organizational behavior, as a relatively new
discipline, has experienced some difficulty
emerging as a clearly defined field of study
and application.

Models of Organizational Culture -
Handy
Charles Handy, a leading authority on
organizational culture, defined four different kinds
of culture:
 Power culture
 Role culture
 Task culture
 Person culture

Power Culture
 In an organization with a power culture, power is held by
just a few individuals whose influence spreads throughout
the organization.
 There are few rules and regulations in a power culture. What
those with power decide is what happens.
 Employees are generally judged by what they achieve rather
than how they do things or how they act.
 A consequence of this can be quick decision-making, even if
those decisions aren't in the best long-term interests of the
organization.
 A power culture is usually a strong culture, though it can
swiftly turn toxic.
 The collapse of Enron, Lehman Brothers and RBS is often
attributed to a strong power culture.

Role Culture
 Organizations with a role culture are based on rules.
They are highly controlled, with everyone in the
organization knowing what their roles and
responsibilities are.
 Power in a role culture is determined by a person's
position (role) in the organizational structure.
 Role cultures are built on detailed organizational
structures which are typically tall (not flat) with a long
chain of command.
 A consequence is that decision-making in role cultures
can often be painfully-slow and the organization is less
likely to take risks.
 In short, organizations with role cultures tend to be very
bureaucratic.

Task Culture
 Task culture forms when teams in an organization are
formed to address specific problems or progress projects.
 The task is the important thing, so power within the team
will often shift depending on the mix of the team
members and the status of the problem or project.
 Whether the task culture proves effective will largely be
determined by the team dynamic.
 With the right mix of skills, personalities and leadership,
working in teams can be incredibly productive and
creative.

Person Culture
 In organizations with person cultures, individuals
very much see themselves as unique and superior to
the organization.
 The organization simply exists in order for people
to work.
 An organization with a person culture is really just
a collection of individuals who happen to be
working for the same organization.

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