Download - ORGANIZATIONAL culture
ORGANIZATIONAL CULTURE
By prof. Dr. Gagan Kumar Gouda
COMPONENTS Artefacts – total physical & socially constructed
environmentMaterial objects : logos and mission statementsCorporate architecture and corporate identityLanguageMetaphorStoriesMythsCeremonies, rites, ritualsnorms of behaviorSymbolsheroes
Beliefs, values and attitudesBasic assumptions –taken for granted solution to an
identifiable problem
SOURCES OF ORGANIZATIONAL CULTURE Societal and national culture – HofstedeLeadershipNature of the business
DOMINANT CULTURE DOMINANT CULTURE
Expresses the core values that are shared by a majority of
the organisation’s members.
SUBCULTURE SUBCULTURE
Minicultures within an organization typically defined
by departments, designations and geographical separation.
CAUSES OF SUBCULTURES
Differential interactionShared experiencesSimilar personal characteristicsCohesion
TYPES OF SUBCULTURES
Enhancing subcultureOrthogonal subcultureCounterculture
ESPOUSED CULTURE AND CULTURE-IN-PRACTICE
Desired stateActual culture
Organizational culture appears confused and contradictory.
CULTURE AS A LIABILITY CULTURE AS A LIABILITY Barrier to change – changing environmentBarrier to diversity – when they effectively
eliminate those unique strengths that people of different backgrounds bring to the organization, when they support institutional bias or become insensitive to people who are different.
Barrier to mergers and acquisitions
FUNCTIONS OF FUNCTIONS OF ORGANIZATIONAL CULTURE ORGANIZATIONAL CULTURE Has a boundary defining role.Conveys a sense of identity for the members of
the organization.Facilitates the generation of commitment to
something larger than the individual’s self interest.
Enhances the social system stability.Serves as a sense-making and control mechanism
that guides and shapes the attitudes and behaviour of the employees.
As organizations have widened spans of control, flattened structures,
introduced teams, reduced formalization and empowered employees,
the shared meaning provided by a strong culture ensures that
everyone is pointed in the same direction.
KEEPING A CULTURE ALIVEKEEPING A CULTURE ALIVE
Selection process – personality-organization fit
The actions of top management – through what they say and how they behave, senior executives establish norms that filter down through the organization.
Socialization methods – the process that adapts employees to the organization's culture
SOCIALIZATIONSOCIALIZATION Pre-arrival – The period of learning in the
socialization process that occurs before a new employee joins the organization
Encounter – 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 – The stage in the socialization process in which a new employee changes and adjusts to the job, work, group and organization
ENTRY SOCIALIZATION OPTIONS Formal vs. InformalIndividual vs. collectiveFixed vs. variableSerial v. randomInvestiture vs. divestiture
SOCIALIZATION PROCESS SOCIALIZATION PROCESS
Pre-arrival Encounter Metamorphosis
Productivity
Commitment
Turnover
HOW CULTURES FORMHOW CULTURES FORM
Philosophy of organization's
founders
Selection criteria
Top management
Organizational culture
Socialization
HOW EMPLOYEES LEARN CULTURE HOW EMPLOYEES LEARN CULTURE Stories – about the founders, rule breaking, rags-
to-riches success etc. Rituals –
- Repetitive sequences of activities that express and reinforce the key values of the organization which goal are most important and which are expendable
Material symbolsLanguage
MATCHING PEOPLE WITH CULTURE MATCHING PEOPLE WITH CULTURE Organizations now attempt to select new members
who fit well with the organization's cultureSociability – a measure of friendlinessSolidarity – a measure of task orientation
Networked culture – High on sociability but low on solidarity. Views members as family and friends. Negativity is that poor performance and creation of political cliques will be tolerated.
Mercenary culture – Low on sociability but high on solidarity. Are goal focused – people are intense and determined to meet goals. Not just winning – but destroying the competitor. Downside is that it can lead to almost inhumane treatment of people who are perceived as low performers.
Fragmented culture – - Low on sociability and low on solidarity- Made up of individualists- Little or no identification with the organization- Employees are judged solely on their productivity and the quality of their work- Excessive critiquing of others and an absence of collegiality
Communal culture – - High on sociability and high on solidarity- Values both friendship and performance - Leaders are inspirational and charismatic with a clear vision of the organization's future- They often consume one’s total life.- Leaders look for creating disciples rather than followers
Networked
Fragmented
Mercenary
Communal
High
Low
Low High
Solidarity
Soc
iab
ilit
y
MANAGING MANAGING ORGANIZATIONAL CULTURE ORGANIZATIONAL CULTURE A dramatic crisis – a shock that undermines the
status quo questioning current practices and opens the door toward accepting a different set of values that can respond better to the crisis.
Leadership turnover Life-cycle stage – formation to growth and from
maturity to decline Age of organization Size of the organization Strength of the current culture
CULTURE CHANGE Unfreezing the current culture
Culture analysis Background of founders Past crises or critical events Response to the deviants
Values in new cultureGap analysis and modification
POINTS TO BE NOTED FOR CHANGE
Make the crisis more visibleNew leader to introduce his new vision quickly
Communication of the new valuesState of business and competitors, outlook for future etc.What the organization will become and how to achieve it
Progress of organization in the areas that are identified as keys to the realization of vision
May be a need for re-organizationJob rotation in case of strong subculture
Power for those who accept or espouse the new culture
Change in selection and socialization process and evaluation and reward system