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ORGANI ZA TIO NA L CU LTUR E

AND EFFE CTIVE NE SS


Presented by Roll no
Siddharth 02
Ravindra 29
Varish 15
Vicky 22
WHA T I S O RGA NIS ATIO N
 An organization can be described as the rational co-
ordination of the activities of a number of people for the
achievements of some common objectives through
division of labour and hierarchy of authority and
accountability.
KIND S O F ORGANI ZATIONS
 Profit-Making

 Nonprofit

 Entrepreneurial
Nonprofits
 Governmental

 Quasi-Governmental

 Associations
WHA T IS C UL TURE
 Theset of values ,guiding beliefs,
understandings, and ways of thinking shared
by members of an organisation.
ORGANI ZATIO NAL CUL TUR E

 The system of beliefs, customs, values, and


institutions shared and transmitted by
members of a particular group or organization
Edg ar S ch ei n’s D efinition
:
 Attribute of a stable social
group with a history
 Shared experiences create
a shared world view
among group members
 Shared understanding of
the role of
individuals in the world
Edg ar Sc hei n’s
Defini tion:
 Shared view has been in
existence long enough to
be taken for granted by
group members
 “Culture” is learned as a
result of group experience
and may be identified in a
group or organization with
a significant history
CH AR AC TERISTIC S O F
ORGANI ZATIO NS C UL TUR E.

Orga nizat ion:

Not a community, society, class, family, clan,


or tribe
 Institution with a specific purpose
Effective because they concentrate efforts on
one task, e.g., the symphony orchestra
 Individualpersons (employees) are both
independent and interdependent with
the social system (organization)
 Management is the decision-making
process
of an organization
Elements o f O rg an isati on
Cul tu re:
 Artifacts: things representing group beliefs & culture
 Values: beliefs about use of time and hard work; the
way things ought to be (according to founder)
 Basic assumptions: core beliefs of the group,
relationship between individuals and group,
supervisor-supervisee relationships, risk-taking,
new worker orientation, benefits
Sch ein ’s Way s to Obser ve
Cu ltu re
 RegularBehaviors: ways members greet one
another, dress, lunch/coffee breaks, treatment of
older members
 Norms:
how hard one works in the organization,
weekend work, work taken home
 Dominant values: “customers are number one,” high
quality products, travel style, importance of family
Sch ein ’s Ways to O bserv e
Cu ltu re
 Philosophy: overall views of employees, community
relationships/partnerships, profit motive
 Rules:managing time, getting along with coworkers,
supervisor relationships, fringe benefit management,
gender relationships
 Feeling or climate: physical layout, level of trust
among workers, attitudes towards customers,
safety/security, dominant feelings
LEVELS OF
O RGA NIZA TIO NA L CU LTUR E
ARTIFACTS
TECHNOLOGY
VISIBLE
AUDIBLE
BEHAVIOUR

VALIDATION VALUES IN PHYSICAL &


SOCIAL ENVIRONMENT

ASSUMPTIONS ABOUT HUMAN NATURE ,


HUMAN RELATIONSHIPS,AND BEHAVIOUR
LEVE LS OF
ORGANI ZATIO NAL CUL TUR E
 LEVEL O NE : FORMS OF PHYNALISICAL
OBJECTS,TECNOLOGY
AND OTHER VISIBLE BEHAVIOUR LIKE
CEREMONIES AND RITUALS.

LEV EL TW O : GREATER AWARENESS


,INTERNALISATION OF CULTURE .

LEVEL THR EE : PROCESS OF CONVERSION.


FU NCTIONS OF
ORGANI SATIO NAL CUL TUR E
 RATIONAL MANAGEMENT

 INDUCTION AND SOCIALISATION

 PROMOTES CODE OF CONDUCT

 ORGANISATIONAL DIVERSITY.
PA TTERNS OF
ORGANI SATIO NAL CUL TUR E

 STRONG & WEAK CULTURE

 SOFT & HARD CULTURE

 FORMAL & INFORMAL CULTURE


TYPOL OGY OF
ORGANI SATIO NAL CUL TUR E

 POWER CULTURE

 ROLE CULTURE

 TASK (PROJECT TEAM) CULTURE.

 PERSON CULTURE
In creas ing D iversi ty
in Or ga niz ati ons

 More older workers


 More immigrants
 More varied ethnic and
racial groups
 More persons with
disabilities
 More women
Hof stede ’s fo ur cat egor ies of work
rela ted cult ur al di ff erenc es

 Power distance
 Uncertainty avoidance
 Individualism

 Masculinity
Typ ica l Pr ob lems
Rela ted to C ultu re
 New technologies
 Intergroup conflicts
 Communication
breakdowns
 Training problems
WHA T IS
ORGA NIS ATIO N
EFF ECTIV EN ESS
 Effectiveness refers to the degree of congruence
between organizational goals and some observed
outcome.
 Three reasons why the concept of organizational
effectiveness remains muddled.
 There are important differences in the way scholars
have conceptualized organizations.
 The complexity of organizations.
 Researchers have often used different, non-
overlapping criteria, thus limiting the accumulation of
empirical evidence about organizational effectiveness.
 Organizations can be effective or ineffective in a
number of different ways, and these ways may
be relatively independent of one another.
 Productivity
 Efficiency
 employee absenteeism
 Turnover
 goal consensus
 Conflict
 participation in decision making
 Stability
 communications.