Answer No (1)

INTRODUCTION
INNOVATIVE CULTURE IN ORGANISATION:-
Innovation doesn't happen on its own. If you truly want to innovate throughout your
organisation, you must create a culture that encourages cooperation, rewards creativity,
and fosters a positive working style that creates more opportunities for every individual.

A true innovation culture creates an environment in which creativity is embraced, risk-

taking is encouraged, and innovation thrives throughout the entire organisation. No
member of the company is left out of the process. Since innovation processes are
generally cross-divisional processes, the innovation culture functions as a kind of cross-
cutting culture, whose standards and values are shaped and supported by all process
participants. A positive innovation culture creates incentives for employees and leads to
an increase in the innovative strength of the company.

Innovation cultures are difficult to establish and sustain but are considered by many
management experts essential for creating competitive differentiation and competitive
advantage in the marketplace. Another benefit of creating a culture of innovation is for
the sake of staff retention.

On an organisational level, innovation cannot succeed without fully present leadership.

An organisation's leaders set the tone for the rest of its workers, and if leadership isn't
forward-thinking, employees certainly won't be.
CONCEPTS & APPLICATION

ROLE OF LEADERS IN CREATING INNOVATIVE

CULTURE:-
Trying to build a strong innovation culture without effective leadership is like attempting
to construct a building without the foundations. Solid leadership is key to a
fruitful innovation output and must be carefully considered in order to maximise
successes. It is the job of a leader to promote and support innovation within a company.

Following are some dynamic roles of effective leaders to create

innovative organisational culture:-
1.Framing Innovation Strategy:- Framing innovation strategy is of critical
importance when leaders decides to engage their employees in innovation activities.
When framing innovation strategy leaders must aim them at an area that will have
impact on customers and the business while engaging the energy and creativity of the
front line organisation. 

2.Communication of the Innovation Strategy:-The innovation

strategy sets the direction and framework conditions. The expectations and goals
regarding innovation should be clear to every employee. Therefore, a important role of
leader is to communicate the innovation strategy across all functions and hierarchy
levels, for example by means of an information campaign.

3.Acknowledge and Reward Innovation:- Promoting innovation and

ideas should be on every leader´s scorecard. Employees should be encouraged to look
at their daily tasks through an innovative lens, and they should be acknowledged and
rewarded for innovative ideas. Compensation and gift giving is standard practice in
progressive organisations such as Zappos.

4. Set Up the Right Innovation Team:- An idea is the origin of innovation.

Every idea must be carefully analyzed, examined and fine-tuned. Ultimately, it must be
integrated into the company’s daily activities to encourage better team achievement.
Setting up a specific group of individuals should be done effectively by leaders as to
organize and supervise the addition, analysis and implementation of these ideas will
guarantee that these ideas will translate into innovations.

5. Set Aside an Ample Budget for Innovation:-Many people fear taking

up innovation as they see it as an extra cost. Definitely innovations do come up with big
overheads but at the end of the day the rewards are equally big. Allocating a clear cut
budget is one of the crucial task undertaken by leaders after taking into consideration
innovation strategy of organisation and a prior approval is taken from top management
before finalising budget for innovation.

6 Utilize the Power of Millennials :- Presently, millennials are taking over

the workplace while post-millennials will join the workforce in the near future. Regarding
the addition of this new probability, business leaders should adjust to the emerging
dynamics in order to train the innovation culture of the younger generation. Millennials
have a powerful urge regarding action. The leadership team can definitely profit from
the younger generation who could turn out to be your innovation champions.
CONCLUSION
An innovation culture assessment can help us measure our competitiveness among the
other highly innovative companies. The length of time your company has been in the
business does not matter. Creating a culture of innovation is pretty good for business
management. Go ahead and start the culture of innovation, you will be amazed by the
results.

Of course, not everyone at many companies are ready to change their behavior today.
That’s to be expected. But companies that build strong cultures of innovation don’t wait
for that to happen. Their leaders take charge and demonstrate that innovative behaviors
generate undeniable value to the business and before long, others will follow.

Innovation is driven by leaders, and brilliance in leading innovation has very little to do
with the leader themselves having innovative ideas. A leader must cultivate a culture
where creativity and innovation thrive in every cubicle of the company.

It is not sufficient for the leaders to make innovation an employee’s KRA, or to attend
meetings on innovation regularly. Promoting innovation is a strategy, but cultivating it
down to the root level is the execution. Leaders must role model transformation and
engage employees at all levels.

Incentivise employees with an effective rewards and recognition system that is both
sustainable and consistently implemented by leaders throughout the organisation to
motivate employees to bring innovative ideas.

Answer No (2)

INTRODUCTION
LEARNING CULTURE :- A learning culture is a collection of organisational
conventions, values, practices and processes. These conventions encourage employees
and organisations develop knowledge and competence.

Culture is about “the story” in which people in the organisation are embedded, and the
values and rituals that reinforce that narrative. It also focuses attention on the
importance of symbols and the need to understand the idiosyncratic languages used in
organisations in order to understand culture.
Employees learn the culture of their workplace by seeing how people react in various
situations and by understanding what is important to management by observing what
they do (more than by what they say).Passing along your organisational culture to new
employees is as important as any aspect of their training. An effective employee not
only understands your organisational culture, but embraces it while performing his
duties.
Culture is passed down from generation to generation, and the same is true in a
business. The older generation passes it on to the younger one in terms of traditions as
well as policies. The new employees learn from the older ones. There are many
important aspects of the company's culture that you, as a new employee, need to learn
and adapt to as quickly as possible if you want to successfully assimilate into the
company and enjoy where you work.

CONCEPTS & APPLICATION

DIFFERENT WAYS OF LEARNING CULTURE:-

Culture is transmitted to employees in a number of ways,
following are ways through which Antara can learn organisation
culture:-

.
a) Stories: Organisational "stories" typically contain a narrative of significant events
or people including such things as the organisation's founders, rule breaking, reactions
to past mistakes, and so forth.
Stories and myths are often filtered through a “cultural network” and remind
employees as to “why we do things in a certain way”. To help employees learn the
culture, organisational stories anchor the present in the past, provide explanations and
legitimacy for current practices, and exemplify what is important to the organisation.

Stories involves transmitting the organisation culture by narrating the hardships and
sufferings of people who have founded the organisation. Once the employees are
understand the same, they will be able to appreciate and emulate the values and beliefs
for the promotion of which the organisation has been founded.

b) Rituals: Corporate rituals are repetitive sequences of activities that express and

reinforce the values of the organisation, what goals are most important, and which
people are important, and which ones are superfluous. Ceremonies and rituals reflect
such activities that are enacted repeatedly on important occasions. Members of the
organisation who have achieved success are recognized and rewarded on such
occasions. For example, awards given to employees on “founders’ day”, Gold medals
given to students on graduation day are reflections of culture of that institution.

The rites and rituals in organisations also affect the way the company culture is felt
throughout the business. For example, if a company culture focuses on employee
improvement, it’s likely that the organisation has interesting company rituals that enable
employees to learn new things and advance their knowledge. For example, the
company could hold weekly lunch-and-learn meetings where colleagues can teach each
other about various areas of the business.

c)Material Symbols: Symbols communicate organisational culture by

unspoken messages. These symbols convey to employees who is important, the
degree of equality desired by top management, and the kinds of behavior that are
expected and appropriate. 
Examples of material symbols include the layout of an organisation's facilities, how
employees dress, the types of automobiles provided to top executives.

d) Language: Many organisations and units within organisations use language as

a way to identify and unite members of a culture. By learning this language, members
attest to their acceptance of the culture and their willingness to help preserve it.
The meanings of a particular language represent the culture of a particular social group.
To interact with a language means to do so with the culture which is its reference point.
We could not understand a culture without having direct access to its language because
of their intimate connection.
A particular language points to the culture of a particular social group. Learning a
language, therefore, is not only learning the alphabet, the meaning, the grammar rules
and the arrangement of words, but it is also learning the behavior of the organisation
and its cultural customs.

CONCLUSION
Organisation Culture is the ‘social glue’ holding the organisation together. It educates
the staff members on how to think, behave and what processes to follow in certain
situations. This allows the employee to feel safe and knowledgeable about their
boundaries. They act as guidelines to help satisfy employees in knowing that there is a
structure in place to guide everyone, and that everyone follows the same rules.

The key to a successful organisation is to have a culture based on a strongly held and
widely shared set of beliefs that are supported by strategy and structure. When an
organisation has a strong culture, three things happen: Employees know how top
management wants them to respond to any situation, employees believe that the
expected response is the proper one, and employees know that they will be rewarded
for demonstrating the organisation's values.

HR has a vital role in perpetuating a strong culture, starting with recruiting and selecting
applicants who will share the organisation's beliefs and thrive in that culture. HR also
develops orientation, training and performance management programs that outline and
reinforce the organisation's core values and ensures that appropriate rewards and
recognition go to employees who truly embody the values.
Providing incentives and rewards for participating in activities that foster organisational
culture will have a two-fold effect. It will encourage employees to better understand the
organisational culture while giving them an example of exactly how it works. They will
see that your organisation promotes a culture that rewards employees for their work.
Hopefully, they will pass this along to others while remaining in your employ.
Answer No (3)

INTRODUCTION :-
MAINTAINING CULTURE THROUGH SOCIALISATION
The socialisation of organisational culture is a process. One way of defining it is to
describe it as the methods by which organisational culture is transferred from old
members to new members, thus bringing them into the fold. Since every company's
organisational culture is a system of shared attitudes, practices, and schedules, this has
to be passed on to new employees to keep the culture running smoothly, otherwise
things will begin to fall apart.
Not only is the socialisation process important for the company, but it is very important,
if not necessary, for the new employees, as well. The culture of a company helps inform
what types of interactions are appropriate and which are not, what level of formality or
informality is acceptable. The culture makes communication more effective and dictates
the when, where, and why of every employee.
The process of socialisation is how the organisational culture continues to thrive by
being passed on to everyone who comes in. Early training exercises are only the
beginning. Company meetings, mentoring from older more experienced workers,
company literature and jargon are all only a part of this. While these are parts of a
company's organisational culture that can be handed down from the top, training is only
one part of socialisation.

CONCEPTS & APPLICATION

A) Three Socialisation Tactics To Maintain Organisation

Culture:-
In order to facilitate the process of socialisation,organisation use a
number of socialisation tactics, three of them which Krishnan
should use are as fallows:-

1. Collective versus Individual socialisation tactics:- It refers to the

manner in which new employees are introduced into to the organisation, whether they
are socialised in a group or individually. That is to say, on the collective end of the
continuum, newcomers are segregated from regular organisational operations and are
exposed to a specific set of learning experiences, intended to affect uniform responses
to given situations . On the other end of the continuum, individual socialisation permits a
more, as the name would suggest, individualised learning experience. An orientation
designed to promote individual socialisation generally involves more interaction with
other members of the organisation and is largely driven by the requirements and facets
of the specific role for which the new employee has been hired.

2. Investiture versus divestiture tactics:- Investiture vs. Divestiture, can be

described as positive versus negative. Investiture involves providing social support to
newcomers, confirming their self-identities and fit within the organisation. On the
opposite end of the continuum, divestiture approaches new employees in a process that
is meant to strip them of their incoming identities in order to reshape them in the manner
required by the organisation . While organisations may intend for divestiture practices to
encourage conformity to values and existing practices, newcomers generally are more
willing to internalise organisational values and culture through more positive
interactions.

3. Formal versus Informal socialisation tactics:-The tactic of a formal

socialisation closely parallels the collective tactic in that it involves an environment in
which new employees are isolated from the rest of the organisation while they learn and
adjust to their roles. Conversely, a more informal socialisation structure calls for
newcomers to be quickly thrust into their new positions and the expectation is the new
employee will learn “on the job.” Of note, due to the variable and inconsistent delivery of
information and communication of expectations, informal socialisation is frequently
associated with role ambiguity, negative emotions, anxiety, etc.

B) Active Consequences of Socialisation Tactics Used:-

When joining an organisation, newcomers are looking for confirmation that they made
the right decision so they do not wonder if something better may be out there for them if
they kept searching. Effective socialisation efforts help eliminate uncertainty about such
decisions and offer new employees a positive transitional experience, thus making them
more satisfied with their choice. New hires want to be able to let go of the “what if” and
move forward with taking on their new role with confidence .
Likely, the context in which information is provided collectively to a group of new hires
“through common learning experiences designed to produce standardised responses to
situations” ,will produce results that vary from those produced in an individual context in
terms of role orientation and organisational fit. In general, organisational information
provided in the context of a group yields higher socialisation success; new hires
experienced less role ambiguity, stronger organisational commitment, and more positive
adjustment in expectations.

Organisational socialisation has historically indicated that socialisation tactics that offer
more structured, institutionalised processes for newcomers, i.e. formal, collective, etc.,
produced the most positive and desirable effects for new employee socialisation for
both the new hires and the organisation. Additionally, programs that provided support
and encouragement from supervisors and others assisted new employees in making
connections, establishing relationships, and better understanding their “fit” within an
organisation’s operations.

CONCLUSION
The socialisation benefits experienced by new employees extend to entire
organisation, devoting resources to providing high quality new employee
development initiatives pays off with higher job satisfaction, commitment and
psychological success and with lower post-decision dissonance and intent to
leave.

Successful socialisation tactics correlated positively with organisational

commitment. Failing to integrate newcomers properly and effectively into an
organisation is a frequent contributor to poor retention rates .The adoption of
socialisation tactics that reflect and reinforce organisational culture is an
influential step in mitigating turnover.

Successful socialisation tactics resulted in positive feelings of person

organizational fit. Newcomers perceived acceptance from supervisors and
colleagues, strengthening the organisational culture. Strong, positive
socialisation practices led newcomers to feel more comfortable in their
environments and gain the confidence to develop social networks.Organisational
socialisation significantly affects a new employee’s level of productivity in that
positive socialisation helps new employees get up to speed faster.