Scribd Logo
Upload

Welcome to Scribd!

  • 32 views

    Culture

    Uploaded by

    mbacadca152
    Organizational culture is defined as a system of shared meanings held by members that distinguishes one organization from others. The document discusses key aspects of organizational culture like characteristics, types, functions, and liabilities of culture. It also covers how cultures are created and sustained within organizations through employee socialization processes like selection, training, and storytelling as well as the use of rituals, symbols, and language to reinforce cultural values.

    Copyright:

    Attribution Non-Commercial (BY-NC)
    Download as PPT, PDF, TXT or read online from Scribd

    Culture

    Uploaded by

    mbacadca152
    32 views65 pages
    Organizational culture is defined as a system of shared meanings held by members that distinguishes one organization from others. The document discusses key aspects of organizational culture like characteristics, types, functions, and liabilities of culture. It also covers how cultures are created and sustained within organizations through employee socialization processes like selection, training, and storytelling as well as the use of rituals, symbols, and language to reinforce cultural values.

    Copyright

    © Attribution Non-Commercial (BY-NC)

    Available Formats

    PPT, PDF, TXT or read online from Scribd

    Did you find this document useful?

    Is this content inappropriate?

    Organizational culture is defined as a system of shared meanings held by members that distinguishes one organization from others. The document discusses key aspects of organizational culture like characteristics, types, functions, and liabilities of culture. It also covers how cultures are created and sustained within organizations through employee socialization processes like selection, training, and storytelling as well as the use of rituals, symbols, and language to reinforce cultural values.

    Copyright:

    Attribution Non-Commercial (BY-NC)
    Download as PPT, PDF, TXT or read online from Scribd
    Download as ppt, pdf, or txt
    32 views65 pages

    Culture

    Uploaded by

    mbacadca152
    Organizational culture is defined as a system of shared meanings held by members that distinguishes one organization from others. The document discusses key aspects of organizational culture like characteristics, types, functions, and liabilities of culture. It also covers how cultures are created and sustained within organizations through employee socialization processes like selection, training, and storytelling as well as the use of rituals, symbols, and language to reinforce cultural values.

    Copyright:

    Attribution Non-Commercial (BY-NC)
    Download as PPT, PDF, TXT or read online from Scribd
    Download as ppt, pdf, or txt
    You are on page 1of 65

    Organizational

    Culture
    Index
     Definition
     Characteristics
     Aspects of culture
     Types of culture
     Function of culture
     Liabilities of culture
     Creating & sustaining a culture
     How employee learn culture
    Cadbury’s culture
    Walmart’s culture
    Organisational culture
     Definition:
    a system of shared meaning held by
    members that distinguishing the
    organisation from other organisations.
    EXAMPLES

     SAS institute
     Rand Merchant Bank
    Characteristics of
    organisational culture
     Innovation & risk taking
     Attention to detail
     Outcome orientation
     People orientation
     Team orientation
     Aggressiveness
     stability
    ASPECTS OF CULTURE
     Visibleand tangible organizational
    structures and processes.
     Which we can sees,

    hears,
    feels
    Values are beliefs or reasons.
    EXAMPLES:
    Strategies
    Goals
    Philosophies
    Slogans
    Flyers
    Statements
     Slogan of Pepsi company is

    “ PERFORMANCE WITH PURPOSE”s


     Pepsi company continuously improve all

    aspect of the world in which we operate


    environment, social, economic, for
    creating a better tomorrow than today.
    Includes unconscious, perception, taken
    for granted beliefs, thoughts, feeling,
    etc…
    Dominant culture
     Meaning:
    it expresses the core values that are shared
    by a majority of the organisation’s
    members.
     Core values:

    the primary or dominant values that are


    accepted throughout the organisation.
    Sub culture
     Meaning:
    multicultures within an
    organisation , typically defined by
    department designation and geographical
    seperation.
    EXAMPLE
    Strong versus weak culture
    Strong culture
     Meaning:
    culture in which the core values
    are intensely held and widely shared.
    EXAMPLES
    Weak culture
     characteristics:
     Many subcultures
     Few strong traditions
     Few values &beliefs widely shared by all
    employees
     No strong sense of company identity
    Culture versus formalisation
    Organisational culture versus
    national culture
    Liabilities of culture
    Liabilities of culture
     Barriers to change
     Barriers to diversity
     Barriers to acquisition and merger
    Barriers to change
    Barriers to diversity
     AT & T Co.
     Johnson & Johnson
    AT & T Co.

     No. 7 in The DiversityInc Top 10


    Companies for Recruitment & Retention

     No. 1 in The DiversityInc Top 10


    Companies for African Americans

     No. 8 in The DiversityInc Top 10


    Companies for LGBT Employees
    Johnson & Johnson
     No. 4 in The DiversityInc Top 10
    Companies for Recruitment & Retention

     No. 5 in The DiversityInc Top 10


    Companies for Asian Americans

     No. 2 in The DiversityInc Top 10


    Companies for Executive Women

     No. 10 in The DiversityInc Top 10


    Companies for LGBT Employees
    Barriers to merger & acquisition
    Barriers to merger & acquisition
    CREATING & SUSTAINING
    CULTURE
    HOW A CULTURE BEGINS
     Founders hire and keep only those
    employees who think and feel the same
    way they do.
     They indoctrinate and socialize these
    employees to their way of thinking and
    feeling.
     Founders own behavior act as a role model
    that encourages employees.
    KEEPING A CULTURE ALIVE
    TOP
    SELECTION
    MANAGEMENT SOCIALIZATION

    PREARRIVAL

    ENCOUNTER

    PRODUCTIVIT
    METAMORPHOSIS
    Y

    COMMITMENT

    TURNOVER
    PREARRIVAL STAGE
     The period of learning in the socialization
    process that occurs before a new
    employee joins the organization.
    ENCOUNTER STAGE

    “The stage in the socialization process in


    which a new employee sees what the
    organization is really like and confronts
    the possibility that expectations and
    reality may diverge”
    METAMORPHOSIS STAGE

    “The stage in the socialization process in


    which a new employee changes and
    adjusts to the job, work group and
    organization”
    Philosophy of organization’s
    founder - sam walton
    • He was a man full of life.
    • He always called his
    employees—his associates.
    • Attitude of “can-do”.
    • Give respect to have
    respect.
    • Customers are the real
    boss.
    • Team work
    • Accountability
    How can be culture alive
    forever?
    • In 1995 at April 5, sam
    walton passed away…
    • But that was not the end

    of the culture he formed..


    Wall-mart strategy
     Every
    year one almost 300-400
    new stores…

     Eachstore gives employment to


    almost 200-300 people..

     So it is interesting to know its socialization


    process.
    Most experienced &
    skilled Old store New store manager
    associate

    New associates of
    Old store associates
    new store
    Socialization
    • Pick the right person to the manager
    • Support that person with experienced team

    • Explain to each person what is expected from


    him/her as a part of his/her training.
    • Make the setup fun.
    • Demonstrate the culture by action from day 1.
    • Work hard.
    Environment Environment

    Metamorphosis

    Organizational Learning

    Organizational Expectations
    Organizational Profile
    Individual Expectations
    Individual Profile
    Environment Environment
    Which you cant explain to employees
    they learn from stories. which include
    about organisation’s founders,rags to
    riches success ,reaction to past
    mistakes etc.
    EXAMPLE OF MOTOROLA
    EXAMPLE OF NIKE
    (2)RITUALS
    Repetitive sequences of activities
    that express and reinforce the
    values of the organzaition, which
    goals are most important, which
    people are more important , and
    which are expendable.
    MARRIAGE RITUALS
    Marriage Rituals
     Lord Ganesh
     Mehndi
     Music
     Baraat & Swagat
     Wedding ceremony
    (3) MATERIAL SYMBOL

    Which you can see means by


    seeing you can learn . which
    include size of offices, the
    elegance of furnishing etc.
    DRESS CODE OF AIRHOTESS
    (4) LANGUAGE

    Particularly used in some


    company which a person
    outside of company may not
    understand.
    EXAMPLES
    Thank You

    You might also like