orgculture-1292423651-phpapp02 (2)

7/31/2019 orgculture-1292423651-phpapp02 (2)

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ORGANIZATIONALCULTUREANDCLIMATE


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ORGANIZATIONCULTURE: DEFINITION

Organization culture is the basic pattern of sharedassumptions, values and beliefs considered to bethe correct way of thinking about and acting onproblems and opportunities facing the

organization.


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CHARACTERISTICSOFORGANIZATIONCULTURE

Innovation and risk taking

Attention to detail

Outcome orientation

People orientation Team orientation

Aggressiveness

Stability


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EFFECTSOFORGANIZATIONALCULTURE

Organizational performance

Length of employment

Person/organization fit


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HOWEMPLOYEESLEARNORGANIZATIONALCULTURE

Artifacts

Values

Assumptions

Beliefs


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ArtifactsObservable symbols and signs of an

organizations culture. eg:., structures,processes etc.

Stories andlegends

Rituals andceremonies

language Physicalstructuresand symbols


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ValuesThe reasons given by an organisation for the way

things are done. Eg:strategies, goals, philosophies.

AssumptionsThe beliefs that are taken for granted by theorganisational members. These are ultimate source ofvalues and action that include: unconscious,perceptions, taken for-granted beliefs, thoughts,feelings etc.

BeliefsRepresent the individuals perception of reality.


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UNIFORMITYOFCULTURE

Organization culture is a common perception heldby the organizations members.

All members cannot share this perception at thesame degree.

This gives result to:

Dominant culture

Sub-culture


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DOMINANTCULTURE

Set of core values shared by a majority of theorganizations members.


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SUB-CULTURE

Set of values shared by a minority of theorganizations members.

Formed as a result of problems or experiences thatare shared by members of different departments.

Some subcultures enhance the dominant culture.

Some directly oppose the organizations core valuesand beliefs. They are called counter-cultures.


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STRONGANDWEAKCULTURES

A culture in which the core values are intensely heldand widely shared.

Strong managers determine a strong culture.

Factors determining strength of a culture: Sharedness: degree to which organizations

members have same values.

Intensity: degree of commitment to the core values

of the organization.Both of these factors are determined by orientationand rewards.


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ADAPTIVECULTURE

Culture in which employees focus on the changingneeds of customers and other stakeholders, andsupport initiatives to keep pace with those changes.

External focus.

Employees in an adaptive culture pay as muchattention to organizational processes as they do toorganizational goals.

Strong sense of ownership.

Proactive and quick.


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CREATINGANDMAINTAININGACULTURE

HOW ORGANIZATIONAL CULTURE STARTS?

Founder has an idea of a newenterprise

Founder creates a core group with oneor more key people with commonvision

The core group begins to act in a concertto create an organization

Others are brought in the organizatiuonand a common history begins to be built


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MAINTAININGCULTURE

Forces that play a significant role in sustaining culture:

Selection practices

Concern with how well the candidates will fit into theorganization.Provides information to candidates aboutthe organization.

Actions of top management

Senior executives help establish behavioural norms thatare adopted by the organization.

Socialisation method.The process that helps new employees adapt to theorganizations culture.


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PROCESSOFSOCIALIZATION

Selection of entry level personnel

Placement on the job

Job mastery

Measuring and rewarding performance

Adherence to important values

Reinforcing the stories and folklore

Recognition and promotion


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EDGARSCHEINORGANIZATIONALCULTURE:AWAYTOORGANIZATION'S

SUCCESS 3 cognitive levels:

Facilities, furnishings, awards andrecognitions, uniform or dress code

and interaction.

Culture of the organization,depicted by slogans, missionstatements, etc.

Tacit assumptions of theorganizations, unspoken rules.


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IMPORTANCEOFEDGARMODEL

one can easily understand the paradoxicalorganizational behaviours and have an in-depthknowledge of the culture.

Interpersonal skills also help in understandingculture.

Helps to know the culture at different levels.

The assumptions can be identified.


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ORGANIZATIONALCLIMATE

Climate is defined as the recurring patterns ofbehavior, attitudes and feelings that characterizelife in the organization.

The shared perception of the way things are aroundhere.


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CULTUREV/SCLIMATE

The two concepts are similar in that both dealwith the social context in organizations and bothare assumed to effect the behaviour of people.

Climate was based in psychology & culture was

based in anthropology & sociology.

Organization climate usually refers to currentsituation in an organization in other handculture usually refers to the historical & traditionof the organization.


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Organizational cultures are generally deep andstable. Climate, on the other hand, is often

defined as the recurring patterns of behavior,attitudes and feelings that characterize life inthe organization.

Although culture and climate are related,climate often proves easier to assess andchange than culture.


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orgculture-1292423651-phpapp02 (2)