The document discusses organizational culture from several perspectives. It defines organizational culture as the shared values, beliefs, behaviors, and artifacts that develop over time within an organization. Several experts contribute definitions, with Mintzberg describing culture as the "soul" that gives an organization its identity and drives behavior. Subcultures can also exist within larger organizations. The document also outlines different levels of culture, from visible artifacts to deeper assumptions, and lists some common characteristics used to describe cultures like their orientation toward innovation, detail, people, and aggression. Finally, it identifies four main types of organizational cultures: clan, adhocracy, market, and hierarchy.
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
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
Assessing and Transforming Leadership CultureProfiles Asia
This session includes an examination of the attributes that comprise leadership culture, the methodology for evaluating existing culture, and the process for transforming that culture to meet business direction.
You will learn how to:
Define Corporate Culture
Identify Attributes of High Performance Culture
Use Instruments to Isolate and Transform Corporate Culture
What is Content Crush?
Ever see a viral campaign , a silly ad, innovative packaging, or any other marketing content that you just fell in love with?
Well my friend, you have a content crush! Here are the top Content Crushed Crowd Siren had int he month of March.
Assessing and Transforming Leadership CultureProfiles Asia
This session includes an examination of the attributes that comprise leadership culture, the methodology for evaluating existing culture, and the process for transforming that culture to meet business direction.
You will learn how to:
Define Corporate Culture
Identify Attributes of High Performance Culture
Use Instruments to Isolate and Transform Corporate Culture
What is Content Crush?
Ever see a viral campaign , a silly ad, innovative packaging, or any other marketing content that you just fell in love with?
Well my friend, you have a content crush! Here are the top Content Crushed Crowd Siren had int he month of March.
Borsa Internazionale del Turismo - "Raccontare il museo: «Si può fare!»"#svegliamuseo
Bit is the reference point for the international travel industry, a key event for those who operate in the tourism sector.
We were part of a panel on storytelling with Andrea Fontana (author and founder of the group StoryFactory), Lorena Petriccione (project manager and senior account at Studioand of Turin and founder of the app Cityteller) and Alessio Carciofi (founder of Marketing del Cuore and contributor of Ninja Marketing).
Museo reale e museo virtuale si incontrano sui social network#svegliamuseo
Ad Appy Days 2014, #svegliamuseo è parte del panel “Sveglia Italia: metodi alternativi per ri-innovare il turismo” e presenta una riflessione su come i social media possono essere utilizzati per aumentare la realtà della visita museale e generare engagement.
Organizational Culture- Meaning, Characteristics, Developing and sustaining Culture, Types of Organisational Culture by Goffee & Jones; Handy; Cameron & Quinn, Impact, Role of organizational culture, Issue in Organisational Culture.
Culture?
Definition of Culture
Step to Build the Culture
Culture Types
Organizational Culture
Characteristics of Organizational Culture
How to create Organizational Culture?
introduction to organiation, introduction to culture, role of organisational culture, importance of organisational culture, various types of organisational culture, rtc.
Among the many factors that affect an organization's ability to innovate, compete, and engage employees and customers is corporate culture. Corporate culture is the amalgamation of values, vision, mission, and the day-to-day aspects of communication, interaction, and operational goals that create the organizational Values..
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.
2. Henry Mintzberg on Culture
• “Culture is the soul of the organization — the
beliefs and values, and how they are
manifested. I think of the structure as the
skeleton, and as the flesh and blood. And
culture is the soul that holds the thing together
and gives it life force.”
3. Schein (1992), Deal and Kennedy (2000), and Kotter (1992)
advanced the idea that organizations often have very differing
cultures as well as subcultures.
Needle (2004), organizational culture represents the collective
values, beliefs and principles of organizational members and is
a product of such factors as history, product, market,
technology, and strategy, type of employees, management
style, and national culture. Corporate culture on the other
hand refers to those cultures deliberately created by
management to achieve specific strategic ends
4. Rivas and Schultz (2006)
• organizational culture is a set of shared mental
assumptions that guide interpretation and action in
organizations by defining appropriate behavior for
various situations. Although a company may have its
"own unique culture", in larger organizations there are
sometimes conflicting cultures that co-exist owing to
the characteristics of different management teams.
Organizational culture may affect employees'
identification with an organization.
5. Organizational Culture
• The pattern of shared values, beliefs,tangible
signs (artifacts) and assumptions considered to
be the appropriate way to think and act within
an organization.
– Culture is shared.
– Culture helps members solve problems.
– Culture is taught to newcomers.
– Culture strongly influences behaviour.
7. Levels of Culture
• Artifacts
– Aspects of an organization’s culture that you see, hear, and feel
• Beliefs
– The understandings of how objects and ideas relate to each
other
• Values
– The stable, long-lasting beliefs about what is important
• Assumptions
– The taken-for-granted notions of how something should be in
an organization
8. ORGANIZATIONAL CULTURE
Elements of Culture:
– Artifacts: things representing group beliefs & culture
– Belief: the understanding of how object and ideas
relate to each other
– Values: beliefs about use of time and hard work; the
way things ought to be
– Basic assumptions: core beliefs of the group,
relationship between individuals and group,
supervisor-supervisee relationships, risk-taking,
new worker orientation, benefits
9. Characteristics of
Organizational Culture
• Innovation and risk-taking
– The degree to which employees are encouraged to be innovative and take
risks.
• Attention to detail
– The degree to which employees are expected to exhibit precision,
analysis, and attention to detail.
• Outcome orientation
– The degree to which management focuses on results or outcomes rather
than on technique and process.
• People orientation
– The degree to which management decisions take into consideration the
effect of outcomes on people within the organization.
10. Characteristics of Organizational
Culture
• Team orientation
– The degree to which work activities are organized around teams
rather than individuals.
• Aggressiveness
– The degree to which people are aggressive and competitive rather
than easygoing.
• Stability
– The degree to which organizational activities emphasize
maintaining the status quo in contrast to growth.
11.
12. What are 4 types of organizational
culture?
• Clan oriented cultures are family-like, with a focus on
mentoring, nurturing, and “doing things together.”
• Adhocracy oriented cultures are dynamic and
entrepreneurial, with a focus on risk-taking, innovation,
and “doing things first.”(Entrepreneurial)
• 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.”(Bureaucratic)