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Kumari Peiris
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 What is Organizational Culture?
 Seven Characteristics of Organizational Culture
 What Do Cultures Do?
 How Employees Learn Culture?
 How Culture Affects Managers?
 Elements of Strong Cultures
 Factors Influencing the Strength of Culture
 Benefits of a Strong Culture
 Organization Culture Issues
 Creating an Ethical Culture
 Creating an Innovative Culture
How to Keep the Culture Live?
encompasses values and behaviors that ,
"CONTRIBUTE TO THE UNIQUE SOCIAL AND
PSYCHOLOGICAL ENVIRONMENT OF AN
ORGANIZATION“
From Wikipedia, the free encyclopedia
The Culture of an Organization is based on the ,
 Founder’s values
 Vision
 Mission.
Creating and maintaining that organizational characteristics
1. Innovation and Risk Taking
2. Outcome Orientation
3. People Orientation
4. Team Orientation
5. Attention to Detail
6. Aggressiveness
7. Stability
https://open.lib.umn.edu/principlesmanagement/wp-tent/uploads
1. Innovation and Risk Taking
The degree to which employees are expected to be creative
and take risks.
2. Outcome Orientation
Degree to which management emphasizes results.
3. People Orientation
Degree to which management decisions are sensitive to
individual.
4.Team Orientation
Degree to which work activities are organized around
teams rather than individuals.
5. Attention to Detail
Degree to which there is concern for precision and detail.
6. Aggressiveness
Degree to which employees are expected to be competitive
than easy going.
7. Stability
Degree to which activities focus on the status rather than
change
Culture’s Functions
 Conveys a sense of identity for its members
 Facilitates the generation of commitment
to something larger than self-interest.
 Enhances the stability of the social system.
 Serves as a sense-making and control mechanism for fitting
employees in the organization.
 Stories
Anchor the present into the past and provide explanations and
legitimacy for current practices.
 Rituals
Repetitive sequences of activities that express and reinforce
the key values of the organization.
 Material Symbols
Acceptable attire, office size, opulence of the office
furnishings, and executive perks that convey to employees who
is important in the organization.
 Language
Jargon and special ways of expressing one’s self to indicate
membership in the organization
 Establishes appropriate managerial behavior.
 Constrains decision making in all management
functions.
Planning
Degree of risk that plans should contain.
Organizing
Degree of autonomy given to employees.
Leading
Degree of concern for job satisfaction.
Controlling
Reliance on external or internal controls.
 Key values are deeply
held and widely shared.
 Greater influence on
employees
 Employees more
committed to
organizations
 Associated with high
organizational
performance
 Most organizations have
moderate to strong
 Size of the Organization
 Age of the Organization
 Rate of Employee Turnover
 Strength of the Original Culture
 Clarity of Cultural Values and Beliefs
 Creates a stronger employee
commitment to the organization.
 Aids in the recruitment and
socialization of new employees.
 Fosters higher organizational
performance by instilling and
promoting employee initiative.
“ Are cultures in which key values are deeply and
widely held”.
Creating an Ethical
Culture
Creating an
Innovative Culture
 High in risk tolerance
 Low to moderate aggressiveness
 Focus on means as well as
outcome
 Challenge and involvement
 Freedom
 Trust and openness
 Conflict resolution
 Risk taking
• Top Management
Senior executives help establish behavioral norms
that are adopted by the organization.
• Selection
i) Concerned with how well the candidates will fit into
the organization
ii) Provides information to candidates about the
organization
• Socialization
The process that helps new employees adapt to the
Organization’s culture
Creating and maintaining that organizational characteristics

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Creating and maintaining that organizational characteristics

  • 2.  What is Organizational Culture?  Seven Characteristics of Organizational Culture  What Do Cultures Do?  How Employees Learn Culture?  How Culture Affects Managers?  Elements of Strong Cultures  Factors Influencing the Strength of Culture  Benefits of a Strong Culture  Organization Culture Issues  Creating an Ethical Culture  Creating an Innovative Culture How to Keep the Culture Live?
  • 3. encompasses values and behaviors that , "CONTRIBUTE TO THE UNIQUE SOCIAL AND PSYCHOLOGICAL ENVIRONMENT OF AN ORGANIZATION“ From Wikipedia, the free encyclopedia
  • 4. The Culture of an Organization is based on the ,  Founder’s values  Vision  Mission.
  • 6. 1. Innovation and Risk Taking 2. Outcome Orientation 3. People Orientation 4. Team Orientation 5. Attention to Detail 6. Aggressiveness 7. Stability https://open.lib.umn.edu/principlesmanagement/wp-tent/uploads
  • 7. 1. Innovation and Risk Taking The degree to which employees are expected to be creative and take risks. 2. Outcome Orientation Degree to which management emphasizes results. 3. People Orientation Degree to which management decisions are sensitive to individual. 4.Team Orientation Degree to which work activities are organized around teams rather than individuals.
  • 8. 5. Attention to Detail Degree to which there is concern for precision and detail. 6. Aggressiveness Degree to which employees are expected to be competitive than easy going. 7. Stability Degree to which activities focus on the status rather than change
  • 9. Culture’s Functions  Conveys a sense of identity for its members  Facilitates the generation of commitment to something larger than self-interest.  Enhances the stability of the social system.  Serves as a sense-making and control mechanism for fitting employees in the organization.
  • 10.  Stories Anchor the present into the past and provide explanations and legitimacy for current practices.  Rituals Repetitive sequences of activities that express and reinforce the key values of the organization.  Material Symbols Acceptable attire, office size, opulence of the office furnishings, and executive perks that convey to employees who is important in the organization.  Language Jargon and special ways of expressing one’s self to indicate membership in the organization
  • 11.  Establishes appropriate managerial behavior.  Constrains decision making in all management functions. Planning Degree of risk that plans should contain. Organizing Degree of autonomy given to employees. Leading Degree of concern for job satisfaction. Controlling Reliance on external or internal controls.
  • 12.  Key values are deeply held and widely shared.  Greater influence on employees  Employees more committed to organizations  Associated with high organizational performance  Most organizations have moderate to strong
  • 13.  Size of the Organization  Age of the Organization  Rate of Employee Turnover  Strength of the Original Culture  Clarity of Cultural Values and Beliefs
  • 14.  Creates a stronger employee commitment to the organization.  Aids in the recruitment and socialization of new employees.  Fosters higher organizational performance by instilling and promoting employee initiative. “ Are cultures in which key values are deeply and widely held”.
  • 15. Creating an Ethical Culture Creating an Innovative Culture  High in risk tolerance  Low to moderate aggressiveness  Focus on means as well as outcome  Challenge and involvement  Freedom  Trust and openness  Conflict resolution  Risk taking
  • 16. • Top Management Senior executives help establish behavioral norms that are adopted by the organization. • Selection i) Concerned with how well the candidates will fit into the organization ii) Provides information to candidates about the organization • Socialization The process that helps new employees adapt to the Organization’s culture