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ByGroup-11Ankita SinhaRajmilanPeenu Singh

Rabitha G


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What is Organizational culture?

Culture is a general combination ofbeliefs,morals,value systems, behavioural

norms , and way of doing business that areunique to each corporation.

Social culture affects organational andindividual.

It is a system of shared meaning held bymembers that distinguishes the organizationfrom other Organization


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By narrating of stories

Rituals and customers

Through symbols

Personal enactment.


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It has a boundary defining role; that is, it createsdistinction between one organization members.

It conveys a sense of identity for organization

members People in organization come from different

cultural backgrounds .

It serve as behavioral regularities

No organizational can operate in isolation to itscultural environment.

Thus , its a social phenomenon.


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Assessment of the Culture

Strong corporate culture.

Strong sense of organizational history. They are

proud of their single store, humble origins. Supports global youth employment.

Creates pro-social initiatives like the RonaldMcDonald Foundation.

In a highly competitive field, which is beginning tobe more regulated than in the past. eg. In New Yorkstate, food must be cooked without trans fats.


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McDonalds prefers to retain employees and try tooffer promotion opportunities

McDonalds wants to invest in their leaders, this iscalled entry socialization.

Hamburger University trains all managers in thecorporate culture of the restaurant.

Management and decision-making is verycentralized. Lower levels are rarely asked to makeinput or ideas.


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SOCIAL RESPONSIBILITY

McHappy Day

They do charity under umbrella of Ronald

McDonald House Charities (RMHC) Think about health

Care about the balance of work

Follow the rules

Value honesty


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Identifying CultureINDIVIDUAL AUTONOMY:LOW

STRUCTURE: HIGH

SUPPORT: MEDIUMIDENTIFICATION:LOW

RISK TOLERANCE:LOW

CONFLICT TOLERANCE:LOW

PERFORMANCE-REWARD:HIGH


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Reliance


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Has formal and informal rulesThe principal idea is that corporateboard of directors are guided in theirdecisions by both historical precedentsand formal rules.

Institutional theory-rules enable andconstrain organizational decisions and

those of its board of directors.


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Three aspects of theory

1. It proposes rule-based theory of action and

decision making, in which organizationaldecisions are enacted through the applicationof appropriate rules.

2. Highlights the importance of history in shapingthe rules and routines that structure behavior.

3. Emphasizes the interplay of cognitive andpolitical factors in the generation and

maintenance of organizational rules.


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There is weak culture where there is littlealignment with organizational values and

control must be exercised through extensiveprocedures

Ethics , corporate social responsibility

Examples:Reliance petrol pumps

Adlabs

RLIC


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TATA


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A culture of innovation

Several strategies have been implemented inorder to build a culture of innovation and

stimulate employees to think innovatively. Tata Group Innovation Forum (TGIF)

The Tata Group believes that investing in the

health and welfare of local communities andsociety generally is part of its duty as acorporate citizen, as well as being in its long-term interest


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Tata companys management practices and

business conduct will benefit the country,localities and communities in which it operates.

Tata company will provide equal opportunitiesto all its employees.

Transparency

CSR

Investor benefits dealers

Tata conducts business quiz-encourages youngminds


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With a strong task focus and ability to change directionquickly, Japanese businesses are known for their Guided

Missile Project Culture. Trompenaar used the guided missile as a metaphor for

Japanese corporate culture because of the followingcharacteristics that distinguish businesses in Japan:

Formal hierarchal considerations are given lowpriority.

Teams and project groups are common.

While individual expertise is important, all projectteam members are treated as equal. Japanese teams take a problem-centered approach to

their tasks.


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The Japanese focus intently on the work withall members committed to the team goal.

Japanese managers use extensive suggestion

systems and quality circles to solicit employeefeedback, and are always available to listen toteam member concerns.

Because supervisors and subordinates workclosely together, changes are executed quickly.


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1. Generally, Japanese companies offer lifetimeemployment subject to few layoffs. Layoffs aremuch more common in the United States.

2. Because many Japanese companies offerlifelong tenure, career paths in Japan are moregeneral when contrasted with their much morespecialized American counterparts.

3. major difference between Japanese andAmerican mindsets is that Japan focuses on thelong-term while Americans frantically chaseshort-term goals.


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4. Japanese businesses traditionally makedecisions in groups whereas Americans have amore individualistic approach.

5.Japanese performance control mechanismsare informal. These informal employee controlscome down to the fact that Japanese employersare concerned for their employees interests --

both at work and home with their families.American businesses mostly focus on theiremployees work lives


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Thank You

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