Organizational Behavior

By- Anmol Narang(19065)

Akashdeep Sinha(190)
Aman (190)
Ankush Bansal(190)
 Organizational Culture is the totality of beliefs,
customs, traditions and values shared by the
members of the organization.

 Corporate culture can be looked at as a system.

 It is important to consider culture while managing

change in the organization.

 Culture can be both, as input and as output.

 Innovation and Risk Taking
 Attention to Detail
 Outcome Orientation
 People Orientation
 Team Orientation
 Aggressiveness
 Stability
Authoritarian Participative Mechanistic
culture culture culture

Sub-cultures
Organic
and Dominant
culture
culture
 Talent-attractor
 Talent-retainer
 Engages people
 Creates energy and momentum
 Changes the view of “work”
 Creates greater synergy
 Makes everyone more successful
Adapted from Williams et al, 1989
The Organization

External strategyy
Environment
Structure, systems, technology
• Politics
• Technology
• Education
• Society
Work tasks, goals and
• Market place
procedures
• Competitors
• Consumers
• Economy Work group Manager
behavior behavior

Culture: common Characteristic

beliefs, values patterns of
and attitudes behavior
 Organizational
National cultural
culture

on the other hand, it

values are learned
is comprised of broad
early, held deeply and
guidelines which are
change slowly over the
rooted in
course of generations.
organizational
practices

it is comprised of the differ in relationships

symbols, values, rituals, between the individual and
and traditions of the society, ways of dealing with
people living in a conflict, relationships to
particular region. authority, and conceptions
of class and gender
 The ultimate source of an organization's culture is
its founders.
 Culture creation occurs in three ways:
◦ Employees hire and keep employees with same
thinking
◦ They teach and socialize the employees
with the organization's thinking
◦ The founder's behavior acts as a role model for
the employees
 With the organizational success, the founder's
personality is embedded in the organizational
culture.
 Top
management

Philosophy of Selection Organization

organization's criteria culture
founders
Socialization

How Organization Cultures Form

Robbins, 1989
 Three forces play a particularly important part in
sustaining a culture:
• Selection practices
• Actions of top management
• Socialization methods
 Explicit goal – identifying and hiring individuals having
knowledge, skills and abilities to perform the jobs
successfully.

 Individuals having values consistent with those of the

organization are selected as per the decision maker's
judgements.

 Selection becomes a ,two-way street- as it provides

information about the organization to the applicants.
 The actions of top management establishes the
norms for the organization as to:

• Whether risk taking is desirable

• How much freedom managers should give to their
subordinates
• What actions will pay off in terms of pay
• rises, promotions and other rewards, etc.
• Believes in taking care of employees to enhance
satisfaction and loyalty
• Example- Tata group (trains youth to develop skiils
and meet the needs required).
 A process that adapts employees to the custom and
tradition of the organisation

 New employees are not familiar with the organizational

culture and are potentially likely to disturb the existing
culture.

 It is the process of adaptation by which new employees

are to understand the basic values and norms for
becoming accepted members of the organization.
 Socialization is a process made up of three stages:
 Pre-arrival - All the learning occurring before a new
member joins.
 Encounter - The new employee sees what the
organization is really like and confronts the
possibility that expectations and reality may
diverge.
 Metamorphosis - The relatively long-lasting changes take
place. The new employee masters the skills required for
the job, successfully performs the new roles, and makes
the adjustments to the work group's values and norms.
Socialization Process Socialization Model

Outcomes

Productivity

Pre-arrival Encounter Metamorphosis Commitment

Turnover
Encounter stage
 Stories – Depicting the past events of the organization.
Some organizations actually try to manage this element
of culture learning.

 Rituals – Repetitive sequential activities reinforcing the

values of the organization.

 Material Symbols – Conveying openness,equality, desired

organizational behavior,creativity and flexibility etc. by the
top management.

 Language – Acceptance and preservation of culture,Unite

member of different culture and sub culture.
 Culture adapts to diverse circumstances.
 Managers need to understand the nature and role of
culture.
 Managers must understand the importance of
culture for organizational change.
 Corporate culture also impacts the day-to-day
decision-making of the organization.