Organisational culture

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Organisational culture

  1. 1. Jayashree Sadri and Sorab SadriORGANISATIONALCULTUREPROFESSOR JAYASHREE SADRIAndDR SORAB SADRI
  2. 2. Jayashree Sadri and Sorab SadriBasic Features Of Corporate Culture A belief system shared by anorganizations members. Strong widely-shared core values. The way we do things around here. The collective programming of the mind. Collective understanding.
  3. 3. Jayashree Sadri and Sorab SadriCulture and Values Organizational culture is the set of valuesthat keeps the organizations employeesunderstand which actions are consideredacceptable and which unacceptable.Often these values are communicatedthrough stories and other symbolicmeans.
  4. 4. Jayashree Sadri and Sorab SadriCulture As A GuideOrganizational culture is a frame work that guides dayto day behavior and decision making for employeesand directs their actions towards completion oforganizational goals. Culture is what gives birth toand defines the organizational goals.
  5. 5. Jayashree Sadri and Sorab SadriVisibility of Culture Organizational culture is implicit ratherthan explicit. Some organizational cultureare readily apparent while many others areless visible.
  6. 6. Jayashree Sadri and Sorab SadriWhat you can see Organizational culture can be compared toan iceberg. On the surface are the overtor open aspects- the formally expressedOrganizational Goals,Technology,Structure, Policies and Procedures.
  7. 7. Jayashree Sadri and Sorab SadriWhat you cannot see Beneath the surface lies, the covert orhidden aspects- the informal aspects oforganizational life. These include sharedperceptions, attitudes and feelings as wellas shared set of values about humannature, the nature of human relationshipsand what the organization can and willremember.
  8. 8. Jayashree Sadri and Sorab SadriCultural Complexity Culture is a complex mixture ofassumptions, behaviors and other ideasthat fit together to define what it means towork in a particular organization.
  9. 9. Jayashree Sadri and Sorab SadriCulture exists on three levels: Artifacts – are the things that “one sees, hearsand feels when one encounters a new group withan unfamiliar culture. Espoused values – The reasons given by anorganization for the way things are done orreasons they give for doing what they do. Basic assumptions- Are beliefs that organizationmembers take for granted.
  10. 10. Jayashree Sadri and Sorab SadriCulture’s Prescriptions Culture prescribes “the right way to dothings” in an organization, often throughunspoken assumptions. Consequently informal groups becomecontingent to the success of a vibrantculture.
  11. 11. Jayashree Sadri and Sorab SadriImpact of culture on working style An organizational culture provides members witha sense of identity and enhance the commitmentof these members to the organizations missionand clarify or reinforce a particular standard ofbehavior. It is a cognitive framework consisting of values,attitude, expectations and norms, which areshared through out organization.
  12. 12. Jayashree Sadri and Sorab SadriPerson-Organization-Values Interface It creates an optimal person-organizationfit so that performance is enhanced atevery level and the competitive edge isconstantly improved. The shared values have to be believed andlived not mouthed or the sake ofconvenience.
  13. 13. Jayashree Sadri and Sorab SadriPermanence of Cultures These values, moreover, are short livedunless they have been firmly rooted inethics. If not, these values will be like abeautiful dandelion flower which the firstgust of wind shall blow away. It has to berobust in this way.
  14. 14. Jayashree Sadri and Sorab SadriWhat is value based Corporate Culture Michael Porter has thus defined culture:the cumulative deposit of knowledge, experience,meanings, beliefs, values, attitudes, religions,concepts of life, the universe and the selfuniverse relationships, hierarchies of status, roleexpectations, spatial relations, and the timeconcepts acquired by a large group of people inthe course of generations through individual andgroup striving.
  15. 15. Jayashree Sadri and Sorab SadriValue and Value Systems One of the most significant of theconcepts in Porter’s list is value. Thenature of values and value systems arethe key points along which organizationsexist and operate. It would be logical to assume that for anycorporate body to survive, it has to beguided by values.
  16. 16. Jayashree Sadri and Sorab SadriValue and Culture Value based corporate culture can bedefined as the manner in which thecorporate body interacts within and withthe external environment while keepingcertain beliefs sacrosanct and inviolable.
  17. 17. Jayashree Sadri and Sorab SadriMantras For Value Based Cultures We proffer three mantras, which willcontribute to the building of a value-basedculture. This is the declaration of intent on the partof the organization.
  18. 18. Jayashree Sadri and Sorab SadriThe 3 Mantras Commitment for building and nurturingtrust relationships. Incorporating transparency in the decisionmaking process itself. Delegating and empowering managers andholding them accountable.
  19. 19. Jayashree Sadri and Sorab SadriTantras For Value Based Cultures To this we add three tantras, which willbring about desired results. The tantra isthe practice of ritual of a metaphysicalcraft. It converts intent into action. In the particular case under review the HRfacilitator also has some tantras up hissleeve and these are :
  20. 20. Jayashree Sadri and Sorab SadriThe 3 Tantras Making rules for the benefit of man and not makeman behave to satisfy the stipulated rules. Setting up client friendly systems, whichharmonize pluralistic tendencies and bring abouta goal cohesiveness. Building quality into every aspect of the systemso that effectiveness and efficiency combine togive the company a competitive edge.
  21. 21. Jayashree Sadri and Sorab SadriYantras For Value Based CultureTo these three tantras we add threeyantras, which will assist the changeprocess by providing an infrastructure asdesired.It provides the structural basis for action.
  22. 22. Jayashree Sadri and Sorab SadriThe 3 Yantras The organizational structure and design thatlends itself to trust and transparent relationships,free flow of authority and proportionateaccountability. The core competency of the organization whichenables it to thrive on the cutting edge of globalcompetition. Clarity of vision, mission, goal and role at everystage of the organizational life cycle.
  23. 23. Jayashree Sadri and Sorab SadriMantra - Tantra - Yantra Linkages The Mantras provide the foundation for a fruitfulintervention. The Tantras provide the mechanism by which theintervention will be fruitful and as desired. The Yantras provide the infrastructure tosuccessfully carry out the intervention.
  24. 24. Jayashree Sadri and Sorab SadriImplementing The Linkage The mantra, the yantra and the tantra actin a combined manner to produce adesired result. Armed with these mantras, tantras and yantrasthe HR specialist can set forth to implementhis/her value based interventions to changecorporate culture for the better and convert corecompetency into competitive advantage.
  25. 25. Jayashree Sadri and Sorab SadriFEATURES OF THE BUSINESSENVIRONMENT We are living in a border less universewherein full transparency is assumed. The organization needs to thrive on thecutting edge of competition. Creativity and innovation must be an ongoingfeature of the organization.
  26. 26. Jayashree Sadri and Sorab SadriVALUE CENTRED CULTURE When managers or organizations in every case goby “these are our basic beliefs and values” theyare said to be value based. When managers or organizations in every case goby “what value is added by the person, process ofproduct” they are said to be value driven. When managers and organizations are at oncevalue based and value driven they are calledVALUE CENTRED
  27. 27. Jayashree Sadri and Sorab SadriTHE NEW ROLE OFCORPORATE CULTUREThrough sustained OD interventiona corporate culture is createdwherein value is generated for everystakeholder: employee,employer,consumer, supplier andcivil society.
  28. 28. Jayashree Sadri and Sorab SadriMAIN FEATUURE OF THISNEW CULTURE The new culture does not go about creating valueper se nor does it automatically bring aboutinnovation and creativity. It merely creates an environment where trusttransparency and teamwork combine to produceresults which add value to every stakeholder. Innovation and creativity blossoms in such anenvironment so that value addition is madepossible with smoothness and ease.
  29. 29. Jayashree Sadri and Sorab SadriSPECIFIC FEATURES OF THIS NEWCORPORATE CULTUREPEOPLE Driven by trust andteamwork. Are self motivated. Take individualresponsibility to deliver. Have a great sense ofbelongingness.SYSTEMS Technology driven butpeople centered. Based on accurate anddependable data anddocumentation (MIS). Operating through afeedback systems toenable improvement(MCS).
  30. 30. Jayashree Sadri and Sorab SadriTHE NEW PYRAMIDPicture a pyramid with six sides, eachsymbolizing an organizational imperative. Eachside is so defined as is the top of the pyramid orthe pinnacle.Side # 1. Good people managementSide # 2. Up dated systems and processesSide # 3. Continuous improvement through innovationSide # 4. Total quality managementSide # 5. Sound business values and ethicsSide # 6. Good corporate governancePinnacle. Organizational excellence
  31. 31. Jayashree Sadri and Sorab SadriCORPORATE CULTURE CREATES ANDSUSTAINS THIS PYRAMID This pyramid is symbolic but not static. As each side of the pyramid develops, the heightof the pinnacle thereby increases. This implies that people management, systems &procedures, continuous improvement, TQM,values & ethics and governance combine toproduce excellence. That the pinnacle rises shows that excellence isnot a constant and it rises to meet competitivemarket forces and convert itself into businesssustainability.
  32. 32. Jayashree Sadri and Sorab SadriH R Interventions To obtain such a corporateculture,organizations need a well planned,well monitored and well executed H.R.intervention. Such an intervention must have theexplicit and implicit support of topmanagement.
  33. 33. Jayashree Sadri and Sorab SadriWhat Do We Mean By HR Intervention? Then term intervention refers to a set ofsequenced planned actions or eventsintended to help an organization increaseits effectiveness. Interventions purposely disrupt statusquo; they are deliberate attempt to changean organization and submit it to a differentand more effective state.
  34. 34. Jayashree Sadri and Sorab SadriCriteria For Successful Intervention1. The extent to which an intervention is relevant tothe organization and its members.2. A reasonable knowledge of outcomes.3. The extent to which the organizations capacityto manage change.4. The will and determination to bring aboutchange.5. The ability to think creatively and cast away thefetish of accepted custom and tradition.
  35. 35. Jayashree Sadri and Sorab SadriTHE NEW MANAGERIALCHALLENGE CREATE A CULTURE THAT ISVALUE BASED AND VALUE DRIVEN.THAT BY BEING VALUE CENTEREDIT WORKS FOR YOU RATHER THANYOU HAVING TO WORK FOR IT.THANK YOU

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