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ORGANIZATION CULTURE, IT INLUDES MEANING, FEATURES, TYPES
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- 2. Meaning • Organizational Cultureis the set of shared values, beliefs, and norms that influence the way employees think, feel, and behave within an organization. • It shapes the organization's identity and can significantly impact employee satisfaction, motivation, and overall performance.
- 3. Values • Definition: Valuesare the fundamental principles or standards that guide behavior within an organization or society. • They represent what is considered important, desirable, and worthy of respect. • Values shape how individuals make decisions and interact with others.
- 4. Examples: • Integrity: Valuinghonesty and ethical behavior. • Innovation: Prioritizing creativity and the development of new ideas. • Customer Focus: Placing importance on meeting the needs of customers.
- 5. Belief • Beliefs arethe convictions or assumptions that individuals hold to be true, often without requiring evidence. • In an organizational context, beliefs refer to the shared understandings about how the organization operates, what is possible, and how success is achieved.
- 6. Examples • Belief inMeritocracy: The idea that success in the organization is based on merit and hard work. • Belief in Teamwork: The belief that collaborative efforts produce better results than individual efforts. • Belief in Customer Satisfaction: The conviction that satisfied customers are the key to long-term success.
- 7. Norms • Norms arethe informal, unwritten rules and expectations that govern behavior within a group or organization. • Norms dictate what is considered acceptable or unacceptable behavior and help maintain order and predictability in social interactions.
- 8. Examples • Punctuality: Thenorm that employees should be on time for meetings. • Dress Code: The expectation that employees should dress in a certain way, whether formal or casual. • Communication Style: Norms around how openly or formally communication should be conducted within the organization.
- 9. Components of OrganizationalCulture • Values: Core principles that guide an organization's internal conduct and its relationship with the external world. • Norms: The unwritten rules of behavior that are considered acceptable in the organization. • Symbols and Language: Logos, slogans, and specific terminology that communicate the organization's culture.
- 10. • Rituals andCeremonies: Regular activities and events that reinforce the organization's values and norms. • Stories and Legends: Narratives about the organization’s past that shape its current culture.
- 11. Types of Organizational Culture ClanCulture: Characteristics: Family-like environment, collaboration, participation, and a focus on employee welfare. Leadership Style: Mentorship and coaching. Example: Many nonprofit organizations and small businesses often have a clan culture.
- 12. Adhocracy Culture • Characteristics:Innovation, creativity, and a willingness to take risks. Flexibility and adaptability are highly valued. • Leadership Style: Visionary, risk-taking. • Example: Startups and R&D departments in larger companies often exhibit an adhocracy culture.
- 13. Market Culture • Characteristics:Competitive, results-oriented, with a focus on achieving targets and profitability. • Leadership Style: Hard-driving, demanding. • Example: Sales-driven organizations or companies in highly competitive industries may have a market culture.
- 14. Hierarchy Culture • Characteristics:Structured and formalized environment, clear procedures and responsibilities, efficiency, and stability. • Leadership Style: Organizing, monitoring, and coordinating. • Example: Government agencies and large corporations often exhibit a hierarchy culture.
- 15. Impact on Performance •Positive Culture: Leads to high employee morale, strong teamwork, effective communication, and higher productivity. • Negative Culture: Can result in low morale, high turnover, and reduced efficiency.
- 16. Changing Organizational Culture •Leadership: Leaders play a crucial role in shaping and changing the culture through their actions and decisions. • Communication: Transparent and consistent communication is key to aligning employees with the desired culture.
- 17. • Training andDevelopment: Providing employees with the necessary tools and knowledge to embrace cultural changes. • Reinforcement Mechanisms: Implementing systems that reward behaviors aligned with the desired culture.
- 18. Dominant Culture • Thisrefers to the core values shared by the majority of the organization’s members. The dominant culture is what defines the organization’s overall character and is usually established by the organization's leadership. • Example: In a tech company, the dominant culture might emphasize innovation, risk-taking, and continuous learning.
- 19. Sub Culture • Subculturesexist within the larger dominant culture and are formed around specific teams, departments, or groups within the organization. • These subcultures may share many of the dominant culture's values but also have unique characteristics.
- 20. • Example: Amarketing department might have a subculture that emphasizes creativity and customer engagement, while the finance department might focus on precision and analytical thinking.
- 21. Strong Culture • Astrong culture exists when the core values and norms of the organization are intensely held and widely shared across the organization. • Employees deeply understand and embrace these values, which significantly influence their behavior.
- 22. • Companies likeGoogle and Apple are often cited as having strong cultures, where innovation, creativity, and a commitment to excellence are deeply embedded in their organizational DNA.
- 23. Weak Culture • Aweak culture exists when the core values and norms of the organization are not clearly defined or widely shared among employees. • As a result, there is less influence on employees' behavior, and the culture may vary widely across different parts of the organization.
- 24. • Organizations undergoingsignificant changes, such as mergers or leadership transitions, often experience weak cultures as they work to integrate different values and practices.
- 25. • Strong Culture:Refers to the intensity and depth of the cultural values and norms shared across the organization. • Dominant Culture: Refers to the most prevalent or widespread culture in the organization, even if not uniformly strong in all areas.
- 26. Examples • A companywhere all employees, from top management to entry-level staff, share a strong commitment to innovation and quality, resulting in consistent, high-performance outcomes is a strong culture. • In a large multinational corporation, the dominant culture might emphasize customer satisfaction and operational efficiency, which is practiced across all departments, even though specific departments might have their own subcultures that emphasize creativity or technical expertise.
- 27. Keeping the culturealive • Selection • Top Management • Socialization
- 28. Selection • Cultural Fit:During the hiring process, it’s essential to select candidates who not only have the necessary skills and qualifications but also align with the organization’s core values and culture. • This ensures that new hires naturally contribute to and reinforce the existing culture. • Behavioral Interviews: Implementing behavioral interviews focused on past experiences and responses to specific situations can help assess whether candidates align with the organization's cultural expectations.
- 29. Top Management • LeadershipExample: Top management sets the tone for the organization's culture. Leaders who live by the company's values demonstrate to employees what is expected, serving as role models. • Cultural Vision: Leaders must articulate and promote a clear vision of the company's culture, ensuring that all levels of the organization understand and buy into it. This involves embedding cultural values into the company’s strategic goals and day-to-day operations. • Decision-Making: The decisions made by top management should consistently reflect and reinforce the cultural values of the organization, ensuring that culture remains a priority even in challenging times.
- 30. Socialization • Onboarding andTraining: Effective socialization begins with a comprehensive onboarding process that immerses new employees in the company's culture from day one. Ongoing training and development programs further reinforce cultural values. • Mentorship and Peer Support: Establishing a mentorship program where new employees are paired with experienced team members who embody the company’s culture can help new hires acclimate more quickly. • Cultural Rituals: Regularly scheduled cultural events, team-building activities, and recognition programs that celebrate cultural alignment help maintain and strengthen the culture throughout the organization.
- 31. A socialization Model •Prearrival • Encounter • Metamorphosis • Outcomes: productivity, Commitment, Turnover
- 32. Prearrival Stage • Thisstage occurs before a new employee joins the organization. • It involves the individual's initial expectations, attitudes, and experiences that shape their perception of the company and its culture.
- 33. Key Elements: • Recruitment:The organization's communication during the recruitment process, including job descriptions, interviews, and onboarding materials, sets expectations. • Preparation: The potential employee’s previous work experiences, education, and personal values influence their readiness to fit into the new organizational culture.
- 34. Encounter Stage • Thisstage begins when the new employee officially joins the organization. • It is characterized by the individual’s first interactions with the actual work environment, colleagues, and organizational culture.
- 35. Key Elements • RealityCheck: The new employee compares their prearrival expectations with the reality of the organization. Discrepancies can lead to adjustment challenges. • Onboarding and Orientation: The organization’s onboarding process, including training and orientation programs, plays a critical role in helping the employee understand the organizational culture, norms, and expectations. • Support Systems: The presence of mentors, buddies, or supportive colleagues can help ease the transition during this stage.
- 36. Metamorphosis Stage • Inthis stage, the employee has fully adapted to the organizational culture and has undergone the necessary changes to become a functioning member of the organization.
- 37. Key Elements • CulturalIntegration: The employee internalizes the organization’s values, norms, and expected behaviors. • Role Clarity: The employee gains a clear understanding of their role within the organization, including their responsibilities and how they contribute to the overall mission. • Behavioral Changes: The employee adopts new behaviors, skills, and attitudes that align with the organizational culture.
- 38. Outcomes • Productivity: Effectivesocialization leads to higher productivity as employees become more efficient and effective in their roles. They understand how to navigate the organization and leverage its resources. • Commitment: Employees who successfully navigate the socialization process are more likely to develop a strong commitment to the organization. This commitment reduces the likelihood of turnover and increases overall job satisfaction. • Turnover: Poor socialization can result in higher turnover rates as employees may struggle to fit in or feel disconnected from the organizational culture. Conversely, successful socialization decreases turnover by fostering a sense of belonging and loyalty.
- 39. Discussion question • Whatis the difference between organizational culture and organizational climate? • Which is more dynamic? Explain
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