SRI BALAJI UNIVERSITY PUNE (SBUP)

BIMM

SEMESTER-I-BATCH -2020-22

ORGANIZATIONAL BEHAVIOUR

ASSIGNMENT – 4 (UNIT-4)

(a)  Name of Student: - Manish Chauhan

(b)  Reg. No: - 09-1128
(c)  Specialization: - Marketing
(d)  Batch: - 2020-2022
(e)  Institute: - Balaji Institute of Modern Management
(f)  Semester: - Semester 1
(g)  Subject Name: - Organizational Behaviour
(h)  Assignment No: - 4
(i)  Submission Date: -10/12/2020
(j)  Total no. of pages written: - 12
QUESTIONS AND ANSWERS: -

Q1. Organizational Culture is a “mushy” concept. You can’t see it yet you know it’s
there. Explain how employees learn about culture?

Answer.

“Organizational Culture is a “mushy” concept. You can’t see it yet you know it’s there.”

It is very important for each one of us to be aware about culture whether it’s an
organizational culture or any other culture. If we are not aware about the existence of
organizational culture, then it’s very difficult for us to see it.

An organizational culture enables a mutual understanding of an organization’s main goals

and objectives for collaborative success. The development of an organization’s distinct
culture is essential for boosted employee satisfaction and, in turn, loyalty. Along with
having a strong representation of branding, different cultures attract different types of
people to any given organization, which ultimately contributes to its overall composition.

How employees learn organizational culture?

 The development of a distinct organizational culture is essential for boosted

employee loyalty, engagement and belonging. How our employees ‘learn’ about the
nuances and ins & outs of our company culture can happen through a variety of
ways which we can certainly bring to life in the way we create learning
experiences.
 We know there are various ways employees can learn about our company culture.
Other than through reading what’s on ‘Glassdoor’ or learning through formal
induction programs where companies explicitly run new employees through
company values, expectations and ‘the way things are done around here’, there are
other covert ways employees observe and learn about the culture. Gerry Johnson
and Kevan Scholes  dissect culture through a set of ‘elements’ to help us understand
how culture can be experienced or learnt.

How is culture transmitted to employees?

Culture is transmitted to employees through the instilment of particular values in the

mindset and processes employees are involved in on a daily basis. This can be through
regular team meetings, as well as programs used to encourage employees to work in teams
and contribute to the discussion.

5 ways employees can learn culture in an organization: -

1. Rituals and ceremonies:
 Rituals and ceremonies refer to repetitive patterns which emphasize an
organization’s values and core practices or what a company ‘stands for’.
These may be formal or informal work practices that are often known as
‘the way things get done’ or more explicit rules that govern how people
 work. Either way, to create a strong culture, set rules that are  unique to the
organization .
 If work practices are highly structured and individuals are task-driven rather
than outcome-driven, cultures can sometimes come across as hierarchical or
rigid with little room for experimentation or innovation. How a company
trains employees to give and receive feedback or how it educates people on
things like discrimination  sends a strong message on what the company
stands for. Rituals and practices of learning and development can be
achieved utilizing micro-learning to foster a culture of continuous growth.
2. Material and cultural symbols:
 Symbols serve as a representation of an organization’s culture, further
instilling a sense of identity and drive-in employees. Symbols traditionally
communicate with those in the organization through unspoken messages.
Symbols can be experienced in the form of company logos and branding,
messaging on office walls, office meeting room labels, job titles.
3. Organizational heroes:
 Organizational champions or often referred to as ‘heroes’ refer to those in
the organization who perform in an exemplary manner, of which other
employees should follow suit. Having these figures as role models in an
organization is important for the continual guidance of employees in a
positive direction.
4. Language:
 Language is often used by organizations as a way to characterize their
unique voice and identify those within it. Having a specific language sets
the tone for the level of formality within the organization.
 We find that using consistent language in learning and training materials
can really drive the organization’s perception of the formalities within the
organization and how people inadvertently treat others. Language such as
‘we’ and ‘us’, if consistently used, can really drive a culture of inclusivity
and emphasize the focus being on a team rather than an individual. Training
employees on how to be team players can further emphasize the importance
to employees.
5. Stories:
 Organizational stories are often based on memorable past events that are
repeatedly talked about and shared with other employees – particularly new
starters. These stories can include narratives or events relating to founders,
conquers, successes and failures of the organization. Values are often
reinforced through the re-telling of stories, as is what employees should and
should not do.
 Incorporating story design  into your learning interventions can be a very
powerful tool to equip your employees with real-life examples of the right
behavior. Storytelling is most commonly found when articulating the history
of the organization for new starters.
Embedding these elements through learning interventions: -

It is clear that culture is learned by employees through the establishment of these elements,
along with what is often articulated overtly on company websites or company values. If we
want to nurture curiosity and learning with our employees, reinforcing culture can be done
through your learning interventions. 

Rituals are one of the most powerful tools to drive culture. EdApp has been used to drive
habitual change but also reinforce behaviors and cultural expectations through its  spaced
repetition feature  called Brain Boost.

2. Describe Edgar Shein’s iceberg model of Organization Culture.

Ans) Edgar Henry Schein born in 1928 is a renowned professor at the MIT Sloan School of
Management who has studied extensively in the field of organization management.

Edgar Schein model of organization culture

According to Edgar Schein - Organizations do not adopt a culture in a single day, instead it is
formed in due course of time as the employees go through various changes, adapt to the
external environment and solve problems. They gain from their past experiences and start
practicing it every day thus forming the culture of the workplace. The new employees also
strive hard to adjust to the new culture and enjoy a stress-free life.

Schein believed that there are three levels in an organization culture.

Artifacts:

The first level is the characteristics of the organization which can be easily viewed, heard and
felt by individuals collectively known as artifacts. The dress code of the employees, office
furniture, facilities, behavior of the employees, mission and vision of the organization all
come under artifacts and go a long way in deciding the culture of the workplace. Let us
consider a example:

Organization A

No one in organization A is allowed to dress up casually.

Employees respect their superiors and avoid unnecessary disputes.

The individuals are very particular about the deadlines and ensure the tasks are accomplished
within the stipulated time frame.

Organization B

The employees can wear whatever they feel like.

Individuals in organization B are least bothered about work and spend their maximum time
loitering and gossiping around.

The employees use derogatory remarks at the work place and pull each other into
controversies.

In the above case, employees in organization A wear dresses that exude professionalism and
strictly follow the policies of the organization. On the other hand, employees in organization
B have a laid-back attitude and do not take their work seriously. Organization A follows a
strict professional culture whereas Organization B follows a weak culture where the
employees do not accept the things willingly.

Values

The next level according to Schein which constitute the organization culture is the values of
the employees. The values of the individuals working in the organization play an important
role in deciding the organization culture. The thought process and attitude of employees have
deep impact on the culture of any particular organization. What people actually think matters
a lot for the organization? The mindset of the individual associated with any particular
organization influences the culture of the workplace.

Assumptions:

The third level is the assumed values of the employees which can’t be measured but do make
a difference to the culture of the organization. There are certain beliefs and facts which stay
hidden but do affect the culture of the organization. The inner aspects of human nature come
under the third level of organization culture. Organizations where female workers dominate
their male counterparts do not believe in late sittings as females are not very comfortable with
such kind of culture. Male employees on the other hand would be more aggressive and would
not have any problems with late sittings. The organizations follow certain practices which are
not discussed often but understood on their own. Such rules form the third level of the
organization culture.
Q 3 - Think of an organization in which you have worked or would like to work. Would
the culture be predominantly hierarchy, market, clan or adhocracy that you liked or
would like working with?

Answer –

Organizational culture is a system of shared assumptions, values, and beliefs, which

governs how people behave in organizations. These shared values have a strong influence on
the people in the organization and dictate how they dress, act, and perform their jobs. This
Concept applies to all the Organizations whether it in service Industry or in Manufacturing
Industry. Let's explore what elements make up an organization's culture.

TYPES OF ORGANIZATIONAL CULTURE

Clan Culture

 A clan culture is people-focused in the sense that the company feels like one big
happy family.
 This is a highly collaborative work environment where every individual is valued and
communication is a top priority.
 These companies are action-oriented and embrace change, a testament to their highly
flexible nature.
Primary Focus: Mentorship and teamwork

Defining Qualities: Flexibility and discretion; internal focus and integration

Motto: “We’re all in this together.”

Adhocracy Culture

 Adhocracy cultures are rooted in innovation.

 These are the companies that are on the cutting-edge of their industry — they’re
looking to develop the next big thing before anyone else has even started asking the
right questions.
 Adhocracy cultures value individuality in the sense that employees are encouraged to
think creatively and bring their ideas to the table.
Primary Focus: Risk-taking and innovation

Defining Qualities: Flexibility and discretion; external focus and differentiation

Motto: “Risk it to get the biscuit.”

Market Culture

 Market culture prioritizes profitability.

 Everything is evaluated with the bottom line in mind; each position has an objective
that aligns with the company’s larger goal,
  There are often several degrees of separation between employees and leadership roles.
These are results-oriented organizations that focus on external success rather than
internal satisfaction.
 A market culture stresses the importance of meeting quotas, reaching targets and
getting results. 
Primary Focus: Competition and growth

Defining Qualities: Stability and control; external focus and differentiation

Motto: “We’re in it to win it.”

Hierarchy Culture

 Companies with hierarchy cultures adhere to the traditional corporate structure.

 These are companies focused on internal organization by way of a clear chain of
command and multiple management tiers that separate employees and leadership.
 In addition to a rigid structure, there’s often a dress code for employees to follow.
 Hierarchy cultures have a set way of doing things, which makes them stable and risk-
averse.
Primary Focus: Structure and stability

Defining Qualities: Stability and control; internal focus and integration

Motto: “Get it done right.”

I would like to work in an organization with Adhocracy cultures because working in any
organization is all about learning and growing as high as possible, Adhocracy cultures are
rooted in innovation. An adhocracy culture contributes to high profit margins and notoriety.
Employees stay motivated with the goal of breaking the mold. With a focus on creativity and
new ideas, professional development opportunities are easy to justify.

Q4. Describe the characteristics of building an ethical Organizational Culture.

Answer.

Characteristics of building an ethical Organizational Culture: -

Regardless of how one defines the concept of an ethical culture, the organizations that have
the most success in creating and sustaining an ethics-based environment tend to adhere to
best practices in the following 10 areas, as identified by Kirk O. Hanson, Executive Director
of the Markkula Center for Applied Ethics at Santa Clara University:

1. Strong Values Statement:

A values statement is a short, concise encapsulation of what the organization stands
for, the values that its employees are expected to embody and what its
products/services are intended to contribute to the world. In the most ethical
 organizations, these statements become deeply ingrained principles that serve as
guideposts for employee and organizational decisions and actions.

2. Well-Crafted Code of Conduct:

A code of conduct is a written set of principles that works in tandem with the values
statement to serve as an ethical roadmap for the organization. The best codes of
conduct are comprehensive, well-organized documents that are written in plain,
understandable language instead of legalese. Developing a code of conduct is a multi-
step process that typically requires extensive input from all areas of the organization.

3. Leading by Example - Executive Modeling:

It is often said that ethics starts at the top. Even a well-crafted values statement and
code of conduct won’t be worth the paper they are written on unless top executives
“live and breathe” the principles they espouse on a daily basis. An excellent way for
CEOs, CFOs and other key executives to set an ethical tone is by sharing examples of
situations they’ve faced that posed an ethical dilemma, and how they chose the proper
path when making their decisions.

4. Comprehensive Ongoing Ethics Training:

Too many organizations only provide ethics training to brand-new employees.
Ongoing training is also essential for firmly embedding ethics into the culture. The
training should consist of much more than an online course that provides a quick
review of fundamental ethics principles. It should encompass a thorough review of the
code of conduct and the organization’s specific ethics policies and procedures. It
should also include case studies and real-world scenarios that enlighten employees as
to how to make ethical and values-driven decisions relative to their specific job
functions. It is also advisable to conduct separate training for ethics and compliance.

5. Integration of Values into Work Processes:

Any work process that organizations develop should include references to values and
how they impact the decisions that pertain to the system. A good way to achieve this
is by incorporating an ethics/values component into the employee performance
evaluation process with a focus on how workers have applied ethics to their decision-
making processes.

6. Establishment of a Confidential Reporting Mechanism:

Even organizations that make ethics a top priority are likely to experience ethical
breaches and instances of inappropriate behavior at some point. Establishing an
anonymous third-party reporting hotline provides employees with a confidential
mechanism for informing designated personnel within the organization whenever they
witness or are the victims of wrongdoing. A hotline can be an extremely effective tool
for stopping misbehavior in the early stages, before it can escalate into a major issue.

7. Transparent Investigative Process for Ethics Violations:

 Employees will be reluctant to use a hotline if they believe that their reports will
simply disappear at the bottom of a desk drawer. The most ethical organizations have
a mechanism in place to conduct a prompt, thorough, transparent investigation of all
hotline reports so that the issue can be resolved in an equitable, timely manner. The
administration of fair, just disciplinary action is also critical. The organization’s
values message will surely be lost if top managers receive lighter punishments than
front-line personnel for the same inappropriate behavior. Providing protection for
whistleblowers against retaliation is also essential component of the investigative
process.

8. Effective Ethics Governance:

Best practices stipulate the appointment of a dedicated corporate ethics and
compliance officer (CECO), a senior executive who oversees the ethics function and
plays a key role in establishing the organization’s ethical compass. This individual
should be given wide latitude to develop and implement ethics policies and
procedures. Creating an ethics committee that reports to the board of directors is
another effective corporate governance step.

9. Periodic Revision of Ethical Standards:

It is important to review the ethical standards at periodic intervals to ensure they
continue to meet the organization’s needs and to gain a fresh perspective on the
overall effectiveness of all ethics initiatives. Hanson recommends a comprehensive
revision of the standards every three years that takes into account any new ethical
challenges the organization faces. It should also include an evaluation of any ethical
breaches that may have occurred since the previous review.

10. Unwavering Focus on Constant Improvement:

It’s easy for an organization to become satisfied with the status quo in terms of ethics,
especially when no significant breaches have occurred over an extended period of
time. However, when an organization lets its guard down and reduces the level of
focus it places on ethics, it has the unwanted effect of fostering a culture that invites
unethical behavior. The most ethical organizations are constantly seeking ways to
keep ethics and compliance at the forefront of every action they take.

Managerial practices promoting an ethical culture: -

“Having an organizational culture that emphasizes ethical behavior can cut down on
misbehavior of organizations. Research shows that whether an organization develops a
culture that emphasizes doing the right thing even when it is costly comes down to whether
leaders, starting with the CEO, consider the ethical consequences of their actions. Leaders
with a moral compass set the tone when it comes to ethical dilemmas”
Robbins and Judge (2009) offer a nice list of what management can do to create a more
ethical organizational culture. They suggest a combination of the following practices:

1. Be a role model and be visible

2. Communicating ethical expectations
3. Providing ethical training
4. Visibility rewarding ethical acts and punishing unethical ones
5. Providing protective mechanism.

Que.5 Describe the socialization process and the program options of Organization
Culture

Ans.5 Organizational socialization is the process by which people learn about and adjust to
the knowledge, skills, attitudes, expectations, and behaviors needed for a new or changing
role within an organization.

Organizational socialization focuses on organizational membership.

Socialization is a term used by sociologists, social psychologists, anthropologists, political

scientists, and educationalists to refer to the lifelong process of inheriting and disseminating
norms, customs, values, and ideologies, providing an individual with the skills and habits
necessary for participating within their own society.

Socialization is thus “the means by which social and cultural continuity are attained.
Socialization describes a process which may lead to desirable outcomes sometimes labeled
“moral” as regards the society where it occurs.

The Pre-Arrival Stage

 The socialization process contains three stages that occur consecutively.

 It starts with the pre-arrival stage, which consists of anything a potential organization
member has learned about the organization prior to joining.
 Part of the pre-arrival stage is the selection process
 It is used by the hiring company to hire people who can adequately perform the job
but also to select people who will fit well into the culture of the company.
 The selection process provides the organization with information about the candidate
but also gives the job-seeker information about the organization.

The Encounter Stage

 Once a candidate accepts a job offer, they enter the encounter stage.
 This stage is where the expectations of the new employee meet the reality of the job.
 If the reality of the new job is different than what the new employee expected it to be,
socialization methods are used to orient the new employee to the existing culture
 These Socialization help them make sense of the culture of their new organization.
  Some of the socialization methods that are used include stories, rituals, material
symbols, and language.
The following diagram explains the socialization process in the organization: -

Metamorphosis

 Finally, the new member must work out any problems discovered during the
encounter stage.
 This may mean going through changes that’s why we call this metamorphosis stage.
 The options presented in the above figure are alternatives designed to bring about the
desired metamorphosis.
 Note that the more management relies on socialization programs that are formal,
collective, fixed, serial, and emphasize divestiture, the greater the likelihood that
newcomers’ differences and perspectives will be stripped away and replaced by
standardized and predictable behaviors.
 Careful selection by the management of newcomers’ socialization experiences can –
at the extreme – create conformists who consider no organizational practice sacred.
 Successful metamorphosis should have a positive impact on the new employee’s
productivity and his commitment to the organization and reduce his propensity to
leave the organization.
Socialization Program Options

The more management relies on socialization programs that are formal, collective, fixed,
serial, and emphasize divestiture, the greater the likelihood that newcomers’ differences and
perspectives will be stripped away and replaced by standardized and predictable behaviors.

Careful selection by the management of newcomers’ socialization experiences can – at the

extreme – create conformists who consider no organizational practice sacred.
Socialization Programmers: -

Choose the appropriate alternatives:

 Formal versus Informal

 Individual versus Collective
 Fixed versus Variable
 Serial versus Random
 Investiture versus Divestiture
Socialization outcomes:

 Higher productivity
 Greater commitment
 Lower turnover