ORGANIZATIONA

L CULTURE

Presented By:
Anant Vijay Goel
Vivek Goyal
Satyabrata Sahu
The Meaning

 No Universal Definition.
 Various Conceptual
Frameworks.
 Dimensions of OC.
Schein (1985)

“ …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, to
be taught to new members as the
correct way to perceive, think and
feel in relation to those problems.”
Pareek (1995)

“ … a cumulative preference of some

states of life over others (values),
the predispositions concerning
responses towards several
significant issues and phenomena
(attitudes), organized ways of
filling time in relation to certain
affairs (rituals), and ways of
promoting desired behaviors and
preventing undesirable ones
(sanctions).”
 Vision

Mission

Goals & Objectives

Strategies

Structure

Culture

Behaviour

Performance
Levels of Culture
1. At Level One ATRIFACTS the organisational culture can be observed in
the form of physical objects, technology and other visible forms of
behaviour like ceremonies and rituals. Though the culture would be visible
in various forms, it would be only at the superficial level. For example,
people may interact with one another but what the underlying feelings are
or whether there is understanding among them would require probing.

2. At Level Two VALUES there is greater awareness and internalisation of

cultural values. People in the organisation try solutions of a problem in
ways which have been tried and tested earlier. If the group is successful
there will be shared perception of that ‘success’, leading to cognitive
changes turning perception into values and beliefs.
3. Level Three ASSUMPTIONS represents a process of conversion. When
the group repeatedly observes that the method that was tried earlier works
most of the time, it becomes the ‘preferred solution’ and gets converted
into underlying assumptions or dominant value orientation. The
conversion process has both advantages. The advantages are that the
dominant value orientation guides behaviour, however at the same time it
may influence objective and rational thinking.
Developing OC involves
* Developing a strong corporate
identity

* Development of important values

* Building healthy traditions

* Developing consistent management

practices
Strong Corporate Identity
develops when employees have a sense of
belonging, and feel proud of working with the
organization, which develops as a result of
interaction of employees with the
organization.

* Developing an attractive Induction

Booklet
* Films on success experiences in the
organization
* Company newsletters
* Mobility of People
Developing important values
Values of excellence and human consideration
develop only by demonstrating these values in
action.

* Surveys of Values and differences b/w

espoused
v/s practiced values.
* Special value orientation programmes.
* Examining the various systems operating in
the
organization.
* Special OD intervention in Cooperation and
Collaboration.
Building Healthy traditions
& practices
Traditions are built in org. on the basis of
important Functional rituals or celebrations

* Induction programme for new entrant.

* Promotions as transition.
* Ritual associated with “old age” and
retirement.
* Exceptional behaviour.
* Celebration of special individual &
important
organizational days.
Types
* Autocratic or feudal culture is
characterized by
centralized power concentrated in a few
persons,
and observation of proper protocol in
relation
to the person/s in power.
* Bureaucratic culture is characterized by
primacy
of procedures and rules, hierarchy and
distant
and impersonal relationship.
* Technocratic culture emphasizes technical
/ professional standards and improvement.
 Profile of OC
Cultures Focus Climate

Autocratic/ Feudal Proper Protocol Dependency+

Affiliation

Bureaucratic Rules & Control +

Regulations Dependency

Technocratic Perfection Expert power +

Extension

Entrepreneurial/ Results, Customers Achievement +

Democratic/ Extension
Organic
 ACQUIRE
Basic new knowledge, facts, skills,
process, concepts, values and beliefs etc..

TEST EMBED
Implications of New knowledge through
concepts in new reflection and practice
situations
INTEGRATE
New facts into existing concepts and
generalization

“Learning Culture Model”

Building Culture
 Recruitment and selection.
 Socialization.
 Performance Evaluation.
 Leadership - Employee Motivation & Decision
Making
 Compensation Packages.
 Grievance Handling.
 Conflicts & Differences handling.
 Discipline & Morale
 Career Planning and Development
 Measuring Organizational
Culture
• Quantitative
• Questionnaire & Survey

• Qualitative
• Depth Interview
• Clinical Intervention
• Analyzing Visual Artifacts.
• Analyzing stories, rituals and myths.
• Participant Observation.
Changing Culture
# Understand the environmental & other
forces
that will influence your future
strategy.

# Determine what are the core values that

have been fundamental to your business

identity, core purpose & success and
that
you will not compromise.

# Create a shared vision of what the

# Determine what changes need to occur
to
implement strategy and address the
gaps.

# Define the role of senior management

in
leading the culture change.

# Craft an implementation plan with

targets of intervention, time lines,

milestones & accountabilities.

# Identify obstacles and sources of
resistance and develop strategies
for
getting around them.

# Institutionalize, model and

reinforce
the changes in culture.

# Continually reassess the

organization’s
culture and establish a norm of
continuous learning and
transformation.
Constituents of OC
Determinants Dimensions
- Societal Culture -Visual Artifacts
- Shared learning from - Values
shared history
- Leadership - Rituals
- Consistent Mgt. practices - Stories & Myths
- Structural Stability - Assumptions

Consequences
- Performance
- Behaviour
How is
culture seen
today?
Different Organizational Cultures
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you