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Dr. Govind Swaroop Pathak, Professor, Department of Management Studies, Indian School of Mines Dhanbad Dhanbad
Organizational Culture
Shared values and beliefs that underlie a companys identity What types of organizational cultures have you worked in? How does the organizations culture manifest itself?
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2007 The McGraw-Hill Companies, Inc. All rights reserved.
Figure 3-1
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2007 The McGraw-Hill Companies, Inc. All rights reserved.
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2007 The McGraw-Hill Companies, Inc. All rights reserved.
Constructive Culture
Table 3-1
others and to work on tasks and projects that will assist in satisfying their needs to grow and develop
Normative Beliefs Organizational Characteristics
Achievement
Self-actualizing
Humanisticencouraging Affiliative
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Passive-Defensive Culture
interact with others in ways that do not threaten their job security
Normative Beliefs Organizational Characteristics
Table 3-1
Approval
Conventional Dependent Avoidance
Avoid conflict, strive to be liked by others, and approval oriented Conservative, bureaucratic, and people follow the rules Nonparticipative, centralized decision making, and employees do what they are told Negative reward system and Defensive avoid accountability
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2007 The McGraw-Hill Companies, Inc. All rights reserved.
Aggressive-Defensive Culture
Aggressive-Defensive Culture encourage employees to
Table 3-1
approach tasks in forceful ways in order to protect their status and job security
Normative Beliefs
Organizational Characteristics
Oppositional
Power
Competitive Perfectionistic
Nonparticipative, take charge of Defensive subordinates, and responsive to superiors Winning is value and a winlose approach is used
Perfectionistic, persistent, and hard working
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2007 The McGraw-Hill Companies, Inc. All rights reserved.
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Organizational Socialization
Phases Perceptual and Social Processes
Anticipating realities about the organization and the new job Anticipating organizations needs for ones skills and abilities Anticipating organizations sensitivity to ones needs and values
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2007 The McGraw-Hill Companies, Inc. All rights reserved.
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Organizational Socialization
Phases Perceptual and Social Processes
Managing lifestyle-versuswork conflicts Managing intergroup role conflicts Seeking role definition and clarity Becoming familiar with task and group dynamics
2) Encounter values, skills, and attitudes start to shift as new recruit discovers what the organization is truly like
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2007 The McGraw-Hill Companies, Inc. All rights reserved.
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Organizational Socialization
Phases Perceptual and Social Processes
Competing role demands are resolved Critical tasks are mastered
3) Change and acquisition recruit masters skills and roles and adjusts to work groups values and norms
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2007 The McGraw-Hill Companies, Inc. All rights reserved.
Figure 3-4
Organizational Socialization
Outsider Phases 1) Anticipatory socialization 2) Encounter 3) Change and acquisition
Behavioral Outcomes
Performs role assignments Remains with organization Spontaneously innovates and cooperates
Socialized Insider
Affective Outcomes
Generally satisfied Internally motivated to work High job involvement
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Socialization Tactics
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Creative decisions, change, and risks Employees are encouraged to are not encouraged. run with ideas, and failures are treated as learning experiences. Extensive rules and regulations exist for all employees. Employees have few rules and Productivity is valued over employee regulations to follow. Productivity is balanced with treating Morale its people right. morale. Employees are encouraged to stay Team members are encouraged to intera within their own department. with people at all levels and functions. Many rewards are team based. Individual effort is encouraged.
Cultures Functions
Social glue that helps hold an organization together Boundary-defining Conveys a sense of identity for organization member Facilitates commitment to something larger than one individual self-interest Enhances social system stability Serves as a sense-making and control mechanism
Unfreezing
Moving
Refreezing
PRESENT STATE
TRANSITION STATE
DESIRED STATE
Unfreezing Occurs
Refreezing Occurs
Culture As A Liability
Barrier to Change Barrier to Diversity Barrier to Mergers and Acquisitions
HCL
Mr. HCL
Mrs. HCL
2007 The McGraw-Hill Companies, Inc. All rights reserved.
Psychological Climate
Organizational Climates Are created by SHARED psychological climates It is the employees PERCEPTION of the work environment and not the environment that is important
2007 The McGraw-Hill Companies, Inc. All rights reserved.
Definitions of Culture
The shared values, beliefs, and behavioral norms in an organization (Ouchi, 1981) The social process by which members share their values, beliefs, and norms
2007 The McGraw-Hill Companies, Inc. All rights reserved.
The success of Human Services organizations generally depends on the relationships and interactions between service providers and service recipients. These relationships are central to the quality and outcome of services.
How do we differentiate?
(According to Landy)
CLIMATE: Created at lower levels of the organization the context in which action occurs CULTURE: Created and Communicated from higher levels in the organization (e.g., Senior Executives) the meaning intended by and inferred from the actions
How do we differentiate
CLIMATE
Refers to current situation in an organization Climate is often defined as the Recurring patterns of Behavior attitudes and feelings that characterize life in the organization. Climate often proves easier to assess and change
CULTURE
Refers to the Historical & Tradition of the organization. Organizational cultures are generally Deep & Stable
Although organizational culture endures like Personality, it is easier to change. Climate is variable like mood and is just as important as human feelings
Individual Differences
Administrators use selective hiring and firing as means of either maintaining existing norms or changing them. Individual perception is consistent across work environments - Positive or negative views carry from one workplace to another.
2007 The McGraw-Hill Companies, Inc. All rights reserved.
Importing Climate and Culture From the External Environment Organizations adopt ways from other organizations with which they compete or cooperate. Organizational mimicry- norms of one organization adopted in effort to emulate success.
2007 The McGraw-Hill Companies, Inc. All rights reserved.
Structure Impacts:
Flexibility, approval seeking, risk taking and innovation Highly centralizes structure restricts participation in decision making Highly formalized division of labor with strict procedures place little value on flexibility and innovation
Leadership Impacts
Manipulation of culture is an essential function of leadership Values in practice are often those of the leader Symbolic acts are important Leadership shapes perception of fairness and support
Conclusion
Organizational climate and culture are important to any Organizationl because they provide the critical links between Organizational characteristics and Organizational outcomes.