1. Organizational Culture

2. 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. Introduction

3. Innovation and Risk Taking Attention to Detail Outcome Orientation People Orientation Team Orientation Aggressiveness Stability Key Characteristics of Corporate Culture

4. Authoritarian culture Participative culture Mechanistic culture Organic culture Sub-cultures and Dominant culture Types of Culture

5. Academy culture Baseball Team culture Club culture Fortress culture As given by Jeffrey Sonnenfeld

6. Talent-attractor Talent-retainer Engages people Creates energy and momentum Changes the view of “work” Creates greater synergy Makes everyone more successful Importance of Organizational Culture

7. Product of action, i.e., input. Element of future action, i.e., output. Culture is the product of socio-technical systems. Management strategies, structures, procedures, etc. influence culture. Culture can be self-perpetuating and highly resistant to change. Culture – Input and Output

9. Politics

10. Technology

11. Education

12. Society

13. Market place

14. Competitors

15. Consumers

16. Economystrategy Structure, systems, technology Work Environment Work tasks, goals and procedures Work group behavior Manager behavior Culture: common beliefs, values and attitudes Characteristic patterns of behavior

17. National cultural values are learned early, held deeply and change slowly over the course of generations. Organizational culture, on the other hand, is comprised of broad guidelines which are rooted in organizational practices. A nation’s culture is similar to that of an organization as it is comprised of the symbols, values, rituals, and traditions of the people living in a particular region. Cultures usually differ in relationships between the individual and society, ways of dealing with conflict, relationships to authority, and conceptions of class and gender. All of these things are comparable to organizational culture, just on a grander scale. Organizational Culture v/s National Culture

18. Creating and Sustaining Organizational Culture

19. 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 indoctrinate 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. Creating Corporate Culture

20. How Organization Cultures Form Robbins, 1989

22. Actions of top management

23. Socialization methodsSustaining Organizational Culture

24. 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. Selection

26. How much freedom managers should give to their subordinates

27. What actions will pay off in terms of pay rises, promotions and other rewards, etc.Top Management

28. New employees are not familiar with the organizational culture and are potentially likely to disturb the existing culture. The process through which the employees are proselytized about the customs and traditions of the organization is known as socialization. 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

29. 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

30. Socialization Model

31. 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 social equality, desired organizational behavior, etc. by the top management. Language – Acceptance and preservation of culture. How Employees Learn Culture

32. 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. Conclusion