1. Organizational Culture
SUBMMITTED BY:
NOMAN GHALIB
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2. Organizational culture
• A system of shared meanings that are held
by members that distinguishes the
organization from other organizations
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3. Characteristics of Organizational
Culture
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Innovation and risk taking
Attention to detail
Outcome orientation
People orientation
Team orientation
Aggressiveness
Stability
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4. Do Organizations Have Uniform
Cultures?
• A dominant culture expresses the core
values that are shared by a majority of the
organization’s members
• A multiculture is Minicultures within the
organization, typically defined by
department designations and geographical
separations
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5. Strong vs. Weak Cultures
• In a strong culture, the organization’s core
values are both intensely held and widely
shared
• Core values are primary
and dominant values that
are accepted through out
the organization
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6. Culture’s Functions
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Boundary-defining role
Conveys a sense of identity
Facilitates the generation of commitment
Enhances social system stability
Sense-making and control mechanism
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7. Culture vs. formalization
• The stronger an organizational culture, the
less management need to be concerned
with developing formalization
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8. Culture as a Liability
• Barriers to change
• Barriers to diversity
• Barriers to acquisition and mergers
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9. How a Culture Begins
• Culture is created in three ways:
 Founders hire and keep those who think and
feel the same way they do
 They indoctrinate and socialize these
employees to their way of thinking and feeling
 Their behavior acts as a role model
encouraging employees to identify with them
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10. Keeping a Culture Alive
• Selection – seek out those who would fit in
• Top Management – Senior executives
establish norms of behavior through what
they say and do
• Socialization – process that adapts
employees to the organization culture
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11. A Socialization Model
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12. How Organization Cultures Form
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13. How Employees Learn Culture
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Stories
Rituals
Material Symbols
Language
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14. Managing Cultural Change
• Cultural change is most likely to take when
the following conditions exist:
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Dramatic crisis exists or is created
Turnover
Young and small organization
Weak culture
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15. Creating an Ethical
Organizational Culture
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Be a visible role model
Communicate ethical expectations
Provide ethical training
Visibly reward ethical acts and punish
unethical ones
• Provide protective mechanisms
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16. Managerial Action to Make Culture
More Customer Responsive
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Selection
Training
Structural design
Empowerment
Leadership
Performance evaluation
Reward systems
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17. Implications for Managers
• Create the culture you want when the
organization is small
• If established culture needs to be changed,
expect it to take years
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