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By

R.S.Vikashbabu

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` Culture formation around critical incidents

x Norms and beliefs around the environment and the

way members respond to critical incidents create

culture.

x Emotions may happen, such as an attack by a

member on the leader occurs, the immediate next

set of behaviors tends to create a norm.

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` Identification with leaders This permits the group members to identify with them &

internalize their values and assumptions.

The organizations culture results from the interactionbetween

x The founders biases and assumptions.

x What the original members and who the founders

initially employ learn subsequently from their ownexperience.

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Vertical IncidentsTopManagement

Selection

Criteria

Organisations

FounderSocialisation

Organisational

Culture

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` Having created culture, it needs to be kept alive in

the organization. There are strategies which

organizations employ to sustain their cultures.

` Such approaches include selecting and socializingemployees actions of founders and leaders,

culturally consistent rewards, managing the

cultural network and maintaining stable workforce.

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Sustaining

organizational

culture

Selecting &

Socializing

Employees

Maintaining astable

workforce

Managing the

cultural

network

Actions offounders &

leaders

Culturally

consistent

rewards

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` When two or more candidate, with identical skills

and ability are available for the job; final selection

is influenced by how well a candidate fits into the

organization.` Socialization as a process made up of three

stages: Pre-arrival

Encounter Metamorphosis

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` Through what they say and how they behave,

senior executives establish norms that filter down

through the organization as to whether risk takingis desirable, how much freedom managers should

give their subordinates; what is appropriate dress;

what actions will pay off in terms of pay raises

promotions and other rewards.

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` The Founders and leaders play a significant role insustaining organizational culture.

` Founders are Visionaries whose energetic styleprovides a powerful role model for others to follow.

` The founders cultural imprint often remaining with theorganization for decades.

` Transformation leaders strengthen organizationalculture by communicating and enacting their visionof the future.

` Cultural values are pertinently reinforced when inways that are consistent with the vision.

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` Rewards systems strengthen corporate culture

when they are consistent values.

` Paternalists culture would offer employeeassistance programmes, medical insurance, other

benefits that support employee well-being.

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` Organisation cultural is learned, so an effectivenetwork of cultural transmission is necessary tostrengthen the firm with values and beliefs.

` It is also supported through frequent opportunities forinteraction so that employees can share stories andre-enact rituals.

` Senior executives must tap into the cultural network,sharing their own stories and creating new ceremonyand other opportunities to demonstrate sharedmeaning.

` Company magazines and other media can alsostrengthen organization culture by communicatingcultured values & beliefs more effectively.

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` An organisations culture is embedded in the minds of itsemployees.

` Organization stories are rarely written down, rituals andcelebrations do not usually exist in manuals.

` Organisation depend on a stable workforce to

communicate and reinforce the dominant beliefs andvalues.

` Organization culture also weakens during periods of rapidexpansion because it takes time for incoming employees tolearn about the corporate values and beliefs.

`

Some organization keep their culture intact by moderatingemployment growth and checking turnover problems.

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` Stories

` Rituals (pattern of behavior)

` Material symbols` Language

` Statement of principle (Code of ethics)

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