8/2/2019 OB-UT5-1

1/15

8/2/2019 OB-UT5-1

2/15

Derived from anthropology

Set of characteristics commonly used by ppl

Set of beliefs, values , norms etc that are shared byorgn members.

8/2/2019 OB-UT5-1

3/15

Characteristics of orgn culture Innovation and risk taking

Attention to detail

Outcome orientation Ppl orientation

Team orientation

Aggressiveness

Stability

8/2/2019 OB-UT5-1

4/15

Subculture:

Develop in large orgn to reflect orgn problems.

Consist of core values and other values followed bymembers of subcultures.

Dominant culture-core values shared by orgn ,macro view.

Categories of behaviour:

Universal conformity

SpecialtiesAlternatives

Individual peculiarities

8/2/2019 OB-UT5-1

5/15

Subculture dimensions

Functional Geographical

Cultural conflict resolved by:

Orgn climate build on loyalty

Commitment to ones profession.

8/2/2019 OB-UT5-1

6/15

Orgn climate:

Based on current situations

Basis of psychology Temporary

Dependent on managerial action

Doesnt deals with values and norms.

Impact of orgn culture:

Objective setting---moulds ppl

Determine work ethics Depicts needs and motivational patterns

Orgn processes

8/2/2019 OB-UT5-1

7/15

Socialization To ensure adoption of culture by employees ,

socialization is necessary. Derived from sociology

Person becomes member of group, observing traditionand adjusting.

Defn: socialization is an adaptive process that takesplace as a new employee attempts to learn andinculcate values & norms that are a part of orgn

culture.

Also in terms of job context and change.

8/2/2019 OB-UT5-1

8/15

Socialization processCommitment

Pre-arrival Encountermetamorphosis

Productivity

8/2/2019 OB-UT5-1

9/15

Prearrival:

Predetermined thoughts and beliefs.

Encounter:

Meets the real environment such as culture , peers etc. if

thoughts match then adaptive else must undergosocialization to replace previous set of ideas.

Metamorphosis:

New employee works on problems faced ,reconciles withculture and values ,change in behaviour occurs.

8/2/2019 OB-UT5-1

10/15

Methods of socialization with orgn

Stories narration of events

Rituals repetitive sequences that reinforces keyvalues.

Material symbols position , facilities, thoughcommon culture approach these days.

Language and terminologies.

8/2/2019 OB-UT5-1

11/15

Socialization options

Formal and informal :formalOrientation

informaldirected to work place

Individual and collective:

Individualsingle employee joins.

collective---large no. of employees.

Fixed and variable:

Time schedule when new entrant makes transition to bea part of orgn.

fixed: probation, trainee

variable: based on performance.

8/2/2019 OB-UT5-1

12/15

Serial and random:

serial: mentoring, role model done for higherlevels.

random: role model is with-held and new comeris set free.

8/2/2019 OB-UT5-1

13/15

Creating and sustaining orgn culture

Orgn culture is conducive for social culture andmembers.

For creating orgn culture:

cultural characteristics of founders must bein sink with the members. ( not found in

large scale orgn) attempt to prescribe what orgn culture is.

8/2/2019 OB-UT5-1

14/15

Process to create orgn culture

8/2/2019 OB-UT5-1

15/15

1. Establishing values:

Values differentiate b/w right and wrong .

Depends upon key founder

Important to set objectives.

2. Creating vision:

what is vision: projection of future what orgn islikely to do.

3. Operationalising values & vision:

Written statement for employees.

Designing of structure to facilitate them.

selection, rewards and alignment of processes.