1.
Organization culture
• Can be characterized in a similar way we
classify people, for example rigid, friendly.
• Attributes and behavior can be predicated with
the use of these behaviors.
• Organization culture prescribes norms and
procedures for the employee’s actions towards
client’s competitors, supervisors,
subordinates.

2.
• Organization culture is a system of shared
assumptions, values, beliefs which govern how
people behave in organization.
• These shared values have a strong influence on
the people in the organization and dictate how
they dress, act, and perform their jobs.
• This culture provides guidelines and
boundaries for the behavior of the people in
one organization.
• The attributes and behavior of the people in
one org will vary in other organization.

3.
Definition
• A system of informal rules that spells out how
people have to behave most of the time.
- Deal and Kennedy
• Organisational culture is a relatively uniform
perception held by organisation. It has common
characteristics.
- Stephen P. Robbins

4.
Characteristics of organizational
culture
• Risk tolerance- employees are encouraged to
be innovative and risk taking
• Direction – org culture creates clear objective
and performance expectations.
• Unit integration – org culture leads to
coordination

5.
• Management contract – clear communication
assistance and support to sub-ordinates
• Identity – members identify the org as whole
rather than particular work group
• Reward system- salary increase, incentives,
promotions
• Conflict tolerance – conflicts and criticism openly
• Control – rules and regulation to control employ
behaviour
• Communication patterns- org communication are
restricted to the hierarchy of authority
• Individual initiative – resposibility , freedom

6.
Sources of culture
• Rituals
• Language
• Material symbols
• Stories

7.
1.Rituals – are repetitive sequence of activities
which express and reinforce the key values of
organization
• If an organization organizes annual award
meeting, sales persons are awarded for
achieving the targets
• The meeting conveys achieving target and
performing better through hard work is
important

8.
Language
• Org develop unique terms describe
equipment, offices, a key personnel supplies
customers or products that relates to business.
• C2C

9.
Material symbol
• Org may provide car, bungalow, holiday in
foreign etc.
• It conveys to the employee the importance of
people in the organization.

10.
Stories
• Parents tell stories of outstanding personalities
to children and children try to transfer them
into practice
• Organisation are also conveying the stories of
successful organisations through seniors which
have a great influence in building culture

11.
Components of culture
• Support orientation
• Rules orientation
• Innovation orientation
• Co-ordination orientation

12.
Types of org culture
1.Subculture –set of values shared by a minority
2. Dominant culture-
• majority of the organizational members share
the core value.
• This kind of sharing of the core values is the
dominant culture.
• It is macro(general) view of culture

13.
3. Strong culture
Core values of the org are being accepted and
followed with commitment by more numbers
of the org.
4. Weak culture
core values of the org are not being accepted
and followed with commitment by more
members of the org

14.
5.Authoritarian culture:
leader of the org exercise full control over
subordinates
6. Participative culture
superiors motivate their subordinates to
attain the goals

15.
7. Normative culture
The employee behave in an ideal way and
strictly adhere to the policies of the
organization.
8. Pragmatic culture
customer satisfaction is the main motive of
the employee.

16.
9.Academy culture
• Hire skilled individual
• Roles and responsibilities are delegated
according to the back ground , educational
qualification and work experiences.

17.
10. Fortress culture
• Employee are not sure about their longevity
• Such organization follows the fortress culture
• The employee are terminated if the
organization is not performing well.

18.
Creating culture:
•Mission and vision, hardwork and competitive
spirit created a disciplined organizational culture
for improving the performance
Managing culture:
(i)Selection process- select individuals with
knowledge skills and competence to perform job
(ii)Actions of top management-rewards, dress,
promotions
(iii)Socialization – new employ aware of culture

19.
(iii)Socialization
Process that adopts employees to the
organization culture.
1.Pre-arrival stage – is the period of learning
before a new employee join
2.Encounter stage- if the expectation and reality
differ he may resign.
3.Metamorphosis stage- new member become
comfortable with the org and job

20.
Sustaining Organisational Culture
1.Work commitment and involvement
2.Labour turnover
3.Absenteeism
4.Punctuality
5.Superior-subordinates relationship
6.Product quality
7.Customer service

21.
Changing organizational culture:
1.Recruit personnel with previous experience
2.Reward system can be changed
3.Set unique goals
4.Make changes from top to bottom
5.Include employees in making rules and
policies
6.Managers create new role model & new
stories to help employees understand about
what is happening around them

22.
Organization and Environment factors
• Environmental factors-Events or situation that
affect the way a business operates, in a
positive or negative way
Types:
1.Internal environment factors
2.External environment factors

23.
Internal environment factors
• Events that occur within an organization
1.Management
2.Organizational structure
3.Employees
4.Organizational culture change
5.Financial changes

24.
2.External environment factors
• Events occur outside of the organization and
harder to predict and control
• More dangerous for an organization
• Eg: technological changes, economic
condition, political environment, industrial
competition, government regulations and
socio-cultural factors
• Types:
1.General or macro environment
2.Task or Micro environment

25.
General or Macro environment
• Factors that may have immediate direct effect
on operations
1.Technology
2.Economic conditions
3.Political factors
4.Socio cultural factors- basic beliefs values and
norms which shape the people. Major role in
deciding the wants and needs of the people.

26.
Task or Micro environment
• Factors that directly affect & are affected by
the organization’s operations
1.Suppliers
2.Customers
3.Competitors

27.
Current trends and issues in
management
1. Workforce diversity
worker with different cultural values and life
style preferences should be accommodated
by addressing their different life style, family
needs and work style.

28.
2. Changing demographics of workforce
demography-statistical study of human
populations
workfolk increases,
young workers,
increasing life expectancy
increasing tendency of family working in the
same org
these are factors changing the demographics
of workforce.

29.
3.Changing employee expectations
job security
good and attractive salary
housing facility
empowerment

30.
4. Internal environment
Creating an environment which is responsive
to external changes.
5. Building organizational capabilities
managers will be required to evaluate the
environmental changes to develop business
strategies.

31.
6. Job design and organizational structure
designing an organization with foreign
concepts such as quality circle, TQM etc
7. Changing psycho-social system
human participation not only on technical
functions but also in establishing the
democratic humanistic system

32.
8. Technological advances
constant upgradation in every technological
field. Unemployment resulting from
modernization could be liquidated by
properly assessing manpower needs and
training of redundant employees in alternate
skills

33.
9. Management of human relations –avenue for
self fulfillment
10.Changes in legal environment
11.Changes in industrial relations
workers are prepared to play a
co-determinator to resolve the conflicts.

34.
12.Expanding globalization
the integration of national economies into
the international economy through trade,
foreign direct investment capital flow,
migration and the spread of technology