PROFILE OF ORGANIZATIONAL

CULTURE & HISTORY OF

ORGANIZATIONAL DEVELOPMENT

Presented by

Brijesh Kumar
Kanavdeep
Anil pal
Yogesh jaitly
Mayank jyoti
INTRODUCTION OF CULTURE

 Culture is the collection of shared values, beliefs,

norms, tradition, attitude and perception.
 In short, culture is the social glue that helps to
hold an organization or society together by
providing appropriate standards for what people
should say or do.
 Example: Indian culture
 There is common beliefs that every body should
respect to their elders give values to their
opinions because of our culture.
Beliefs
Beliefs Shared
Shared values
values

Culture
Culture
It
It may
may be:
be: country
country culture
culture
Organizational
Organizational culture
culture
Group
Group culture
culture etc..
etc..

Norms
Norms andand Attitude
Attitude and
and
tradition
tradition perception
perception

Prentice Hall, 2001 Chapter 17 3

Culture is learned behavior
Culture is shared
Culture is symbolic
Culture is all encompassing and integrated
Cultures are dynamic
Cultures are adaptive
ORGANIZATIONAL CULTURE

• Organizational culture is an idea in the field of

Organizational studies and management which
describes the psychology, attitudes, experiences, beliefs
and values (personal and cultural values) of an
organization.
• In short, organizational culture as the set of shared
beliefs, truths, assumptions, and values that operate in
organizations
• It is not inborn.
• It has to be invented and letter developed over a period
of time.
• It enables employees to perform within the framework
of organization’s culture.
Cont…

Environment
 both internal and external plays dominant role in developing the organizational culture and so
does demographic factors.
That’s why we generally refers to Japanese or American culture.

It is therefore environment specific in nature.

It is common binding factor in the organization that’s helps to develop professionalism among its

employees.
It promotes standardization in various systems & subsystems, which reduce role conflict to a great extent

DIMENSION OF ORGANIZATION
CULTURE
IMPORTANCE OF
ORGANIZATIONAL CULTURE
They may have an emphasis on product quality,
customer care or employee relations.
 Therefore the organizational culture influences
organizational strategy, performance and policies.
By organizational culture we can make the
decision and resolved the conflicts that is very
necessary for the growth and development of any
organization.
It promotes formal communication that improve
productivity and job satisfaction.
Cont..

India is a multi religious, multi lingual, & multi

cultural society.
Organizational culture promotes equality and work
culture.
ELEMENTS OF ORGANIZATIONAL
CULTURE

G. Johnson identify a number of elements that can be

used to describe or influence Organizational Culture.

 The Paradigm
 Control Systems
 Organizational Struct.
 Power structure
 Symbols
 Rituals and routines
 Stories and myths
THE PARADIGM
What the organization is about; what it
does; its mission; its values.
CONTROL SYSTEM
The processes in place to monitor what is going
on.
Role cultures would have vast rulebooks.
There would be more reliance on individualism
in a power culture.
ORGANIZATIONAL STRUCTURE
 Organizational Structures: Reporting lines,
hierarchies, and the way that work flows through the
business.
POWER STRUCTURE
 Who makes the decisions
 how widely power is spread
 what is power based
SYMBOLS
These include organizational logos and designs,
but also extend to symbols of power such as
parking spaces and executive washrooms.
RITUALS AND ROUTINES
Management meetings, board reports and so on
may become more habitual than necessary.
STORIES AND MYTHS
Stories and Myths build up about people and
events, and convey a message about what is
valued within the organization
It may be the story of a particular person, who
had perform exceptionally or a event.
We tell the story of that person to their
employee.
FUNCTION OF ORGANIZATIONAL
CULTURE
• It gives members an organizational identity
• It facilitates collective commitment
• It promotes systems stability
• It shapes behavior by helping members make
sense of their surroundings
• It provides a boundary
• It helps organizational members stick to
conformity and expected mode of behavior
LEVELS 0F CULTURE
Three levels of culture are
 Artifacts
 Shared value
 Assumptions

 Basic assumption
OBSERVABLE ARTIFACTS OF
CULTURE
These
 are the symbols of culture in physical and social work environment.
These are visible and most accessible.

They includes organizational heroes.

Organizational culture emanates from the top management and their leadership styles.

These leaders become the role model.

Employees would like to copy their behavior, work ethics and represent what an

organization stands for.
.
SHARED VALUES

Shared
 values lie at the very heart of the
organizational culture.
It helps turn routine activities into valuable,

Important actions, tie the corporation to
important value of society, which may
provide very distinctive source of competitive
advantages.
BASIC ASSUMPTION
These are the fallout of shared value system and
observable artifacts of culture.
Employees, over a period of time form within
themselves a common cultures.
Example
In Bajaj automobiles, everybody comes in times
to the plant.
So punctuality is the common assumption that
is embedded in their organization.
 Maruti Udhog
 Safety is accorded a high priority.
 So Workers health and safety in plant therefore is
assumed a common assumption
STRONG Vs WEAK CULTURE
Strong culture is said to exist where staff respond to
stimulus because of their alignment to organizational
values.
In such environments, strong cultures help firms operate
like well-oiled machines, cruising along with outstanding
execution and perhaps minor tweaking of existing
procedures here and there.
Where culture is strong—people do things because they
believe it is the right thing to do.
weak culture is said to exist where  there is little
alignment with organizational values and control must be
exercised through extensive procedures and bureaucracy.
Hofstede’s cultural model
Hofstede identified five 
dimensions of culture in his study of
nations.
Power Distance
Individualism vs. Collectivism
Uncertainty Avoidance
Masculinity vs. Femininity
Long-Term Orientation vs Short-Term
Orientation
1.Power distance
This dimension identifies how much the less
powerful members of institutions and
organizations expect and accept that power is
distributed unequally.
In cultures with small power distance (e.g.
Australia, Austria, Denmark, Ireland, Israel,
New Zealand), people expect and accept power
relations that are more consultative or
democratic.
In cultures with large power distance (e.g.
Malaysia), the less powerful accept power
relations that are autocratic or paternalistic.
2.Individualism vs. Collectivism
This dimension identifies how much members
of the culture define themselves apart from their
group memberships.
In individualist cultures, people are expected to
develop and display their individual
personalities and to choose their own affiliations
In collectivist cultures, people are defined and
act mostly as a member of a long-term group,
such as the family, a religious group, an age
cohort, a town, or a profession, among others.
3.Masculinity vs. femininity
This dimension identifies the value placed on
traditionally male or female values
In so-called 'masculine' cultures, people (whether
male or female) value competitiveness, assertiveness,
ambition, and the accumulation of wealth and
material possessions.
In so-called 'feminine' cultures, people (again
whether male or female) value relationships and
quality of life
This dimension is often renamed by users of
Hofstede's work to Quantity of Life vs. Quality of Life
4.Weak vs. strong uncertainty avoidance
This dimension identifies how much members
of a society are anxious about the unknown,
and as a consequence, attempt to cope with
anxiety by minimizing uncertainty.
In cultures with strong uncertainty avoidance,
people prefer explicit rules (e.g. about religion
and food) and formally structured activities.
 In cultures with weak uncertainty avoidance,
people prefer implicit or flexible rules or
guidelines and informal activities.
5.Long vs. short term orientation
This dimension identifies a society's "time horizon,"
or the importance attached to the future versus the
past and present.
In long term oriented societies, people value actions
and attitudes that affect the future:
persistence/perseverance, thrift, and shame.
In short term oriented societies, people value actions
and attitudes that are affected by the past or the
present: normative statements, immediate stability,
protecting one's own face, respect for tradition, and
reciprocation of greetings, favors, and gift
India’s culture vs Chinese culture
vs American culture
Deal and Kennedy's cultural model
Deal and Kennedy's model of culture is
based on characterizing different four
types of organization, based on
1.How quickly they receive feedback
and reward after they have done
something
2.The level of risks that they take
4 Types of culture
1.Work-hard, play-hard culture
This has rapid feedback/reward
and low risk, leading to:
Stress coming from quantity of
work rather than uncertainty.
High-speed action leading to high-
speed recreation.
Eg. Restaurants, software
companies.
2.Tough-guy macho culture
This has rapid feedback/reward and high risk,
leading to:
Stress coming from high risk and potential
loss/gain of reward.
Focus on the present rather than the longer-term
future.
Eg. police, surgeons, sports.
3.Process culture

This has slow feedback/reward and low

risk, leading to:
Low stress, plodding work, comfort and
security. Stress may come from internal
politics and stupidity of the system.
Development of bureaucracies and other ways
of maintaining the status quo.
Focus on security of the past and of the future.
Eg. banks, insurance companies.
4.Bet-the-company culture
This has slow feedback/reward and
high risk, leading to:
Stress coming from high risk and delay
before knowing if actions have paid off.
The long view is taken, but then much
work is put into making sure things
happen as planned.
Eg. aircraft manufacturers, oil companies.
Types of cultures
Acc. To Charles handy, there are four types
of Organisational Culture

 The Task Culture

 The Role Culture
 The Power culture
 The Person Culture
The Power Culture
•Handy describes the power culture as a
‘web’.
•He suggests that this reflects the
concentration of power of a family-
owned business, which can either be
extremely large or small.
• The family operation with strict
responsibilities going to family
members responsibility given to
personalities rather than expertise
creates the power structure of the ‘web’.
The Role Culture
• This has been typified as a Greek temple

 The apex of the temple is where the

decision making takes place,

• The pillars of the temple reflect the functional

units of the organizations

•. Interaction takes place between the

functional specialism by job
descriptions, procedures, rules and
systems.

 Co-ordination is by a narrow
band of senior staff.
The Task Culture
 This type of organisations are
involved in extensive research and
development activities.

  create temporary task teams to

meet their future needs.

  The culture is represented best by a

net or lattice work. There is close
liaison between departments,
functions and specialities, liaison,
communication and integration are the
means whereby the organisation can
anticipate and adapt to change
quickly.
The Person Culture
It is a consensus model of management,
where the individuals within the structure
determine collectively the path which the
organization pursues.

 Organisations which portray this culture

reject formal hierarchies for ‘getting
things done’ and exist solely to meet the
needs of their members.

 The rejection of formal ‘management

control’ and ‘reporting relationships’
suggests that this may be a suitable culture
for a self-help group or a commune, etc.,
but it is not appropriate for business
organisations.
ROLES OF ORGANIZATIONAL
CULTURE

Carry out job analysis periodically

Encourage the individual in public for good
work done
Define clearly the job requirements
Celebrate the festivals that the employee greatly
value
Organize the social function
Ensures the quality decision
Show concern to all employee
Encourage innovative ideas and reward them
ORGANIZATIONAL CULTURE AND
CHANGE

There are a number of methodologies

specifically dedicated to organizational culture
change such as Peter Senge’s Fifth
Discipline and Arthur F Carmazzi's Directive
Communication.
Cummings & Worley give the following six
guidelines for cultural change, these changes
are in line with the eight distinct stages
 mentioned by Kotter.
1. Formulate a clear strategic vision.
2. Display Top-management commitment.
4. Modify the organization to support
organizational change.
5. Select and socialize newcomers and
terminate deviants.
6. Develop ethical and legal sensitivity.