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ORGANISATIONAL

CULTURE
Dr. Aarushi Jain

MEANINGS
ORGANIZATION

is a social arrangement to distribute tasks for a


collective goal.
CULTURE

Is the
quality in a person or society that arises from a concern
for what
is regarded as excellent in arts, letters, manners,
scholarly pursuits, etc.

Meaning of organizational culture


ORGANISATIONAL CULTURE is
a pattern of basic assumptions
invented, discovered, or developed by a given group
as it learns to cope with its problems of external
adaptation
and internal integration
that has worked well enough to be considered valid and
therefore
is to be taught to new members as the correct way to
perceive, think, and feel in relation to problems.

CHARACTERISTICS
Individual initiative
Risk tolerance
Direction
Integration
Management support
Control
Identity
Reward system:
Conflict tolerance
Communication patterns

Elements of organizational culture


Innovation
stability

Orientation towards people


Result oriented
Easygoingness
Attention to detail
Collaborative orientation

TYPES OF ORGANIZATIONAL
CULTURE
Strong vs weak culture

Soft vs hard culture

Formal vs informal culture

CONTENT OF ORGANISATIONAL
CULTURE

Human Nature Orientation: what is the character of innate


human nature?

Relational Orientation: what is the modality of mans

relationship to other men?


Time Orientation: what is the temporal focus of human life?
Activity Orientation: what is the modality of human activity?
Man-Nature Orientation: what is mans relation to nature?

WHY TO BUILD ORGANIZATIONAL


CULTURE
A strong culture is a talent attractor
A strong culture is talent retainer

A strong culture engages people


A strong culture creates energy and momentum
A strong culture changes the view of work

A strong culture creates greater synergy


A strong culture makes everyone more successful

FUNCTIONS OF ORGANISATIONAL
CULTURE
Organization
al identify

Socialization
of Members

Collective
Commitment

Desired
Behavioral
Pattern

IMPACT OF CULTURE ON
MANAGEMENT FUNCTIONS
PLANNING
Top-down or Shared Vision
Degree of Plan Risk: High, Medium, Low
Short Term or Long Term Perspective
Tangibility of Objectives: Measurable, How, What
MBO or My Bosses Objectives

CONTROLLING
Self-Control or External Control
How To Evaluate Performance
Consequences & Punishment

continued
ORGANISING
How Much To Delegate
Degree Of Freedom/Empowerment
Tight or Loose Policies/Procedures
Centralization/Decentralisation
Soloism or Team Work
LEADING
What Motivation Techniques
Leadership Style (X/Y)
Which Matters Most: People or Plans

The Benefits of Corporate Culture

helps company to achieving its goals.


increases team cohesiveness .
shapes behaviour of staff at work
organisation to be more effective and efficient.
A common culture promotes consistency, resolves
conflict and facilitates coordination and control.
increases staff motivation
A strong culture enables an organisation to pull all its
people together and maximize their potential; this
certainly provides a competitive edge.

FACTORS INFLUENCE
ORGANISATIONAL CULTURE

HISTORY AND OWNERSHIP

SIZE

TECHNOLOGY

LEADERSHIP AND MISSION

Case Study
NIIT was founded in 1981 by two IIT, Delhi graduates, Rajendra S Pawar and
Vijay K Thadani with a vision of meeting basic requirements for IT talent
in a world moving into an information based economy. They had
anticipations about the unpreparedness of Indian society to cope with
the forthcoming information age and adopted the mission bringing
people and computers together, successfully. Initially, NIIT delivered IT
training to a broad spectrum of people from students seeking a career
in computers to IT professionals requiring advanced skills; from
managers giving their careers an edge, to school children using
computers as a learning too. NIITs innovative offerings demonstrated the
companys ability to constantly renew itself to anticipate future
technology trends. From a computer training institute, NIIT has emerged
as a global IT solutions corporation offering knowledge solutions along
with developing software solutions along with developing software
solutions. Headquartered in New Delhi, India,

NIIT operated through 100% subsidiaries in the US, Asia Pacific,

Europe, and Japan and has operations in about 40 countries.


Its mission keeps pace with the developments in the field of IT is
evolved through organisation wide discussions which helps develop
commitment among employees. The organisation operates with the
help of task teams designed for specific customer requirements for a
specific period to carry out the work. Team culture and openness are
emphasised a great deal. NIIT,s corporate culture focuses on values
such as quality, creativity, and customer satisfaction. The quality
culture of NIIT has been the result of the sustained efforts of its
management perpetuated through induction, socialisation,
reinforcement, innovation, and concern for internal and external
customers. The quality culture is ingrained at NIIT in such a way that
the priority is to prevent mistakes rather than rectify them. Also,
quality efforts are backed by results, which are rewarded

Employees are treated as intellectual capital and are

looked after well. The happy and committed


employees ensure customer satisfaction and this has
got them wide acceptance across the globe. It has got
well designed mechanisms for monitoring the quality
for its products, services and or software processes.
Most of NIITs businesses have ISO 9000 certification.
The work culture at NIIT has gone through all the
stages of culture development like symbols, behaviour,
organizational values, attitudes, and shared
assumptions, and probably this is the reason it has
been able to sustain it