SANIA HASHMI

SECTION ‘C’

BBA (SEMESTER 1)

HUMAN BEHAVIOR

ASSIGNMENT

FACULTY:KUBS
“QUESTION NO: 01”

How can we create organizational culture? Explain types of culture and

subcultures?

ANSWER

CREATING AN ORGANIZATIONAL CULTURE:

Organization cultures are created by a variety of factors, including founders' values and
preferences, industry demands, and early values, goals, and assumptions. Culture is
maintained through attraction-selection-attrition, new employee onboarding, leadership, and
organizational reward systems. Instilling a winning culture requires changing how people
think about the company and altering habitual behaviors. We have observed that companies
that create and sustain winning cultures tend to implement these five key steps:

1. Perform a culture audit and set new expectations.

2. Align the team.
3. Focus on results and build accountability.
4. Manage the drivers of culture.
5. Communicate and celebrate.

TYPES OF CULTURE:

BUREAUCRATIC CULTURE:
CLAN CULTURE:
Clan cultures are the most collaborative and the least competitive of the four main corporate
culture models. In this culture, employees are socialized by other members. Members helps
each other celebrate success. They induct new employees to show them how to treat
customers. New employees observe teamwork, traditions and rituals.

ENTREPRENEURIAL CULTURE:
It has been defined as the attitude, values, skills, and power of a group or individuals
working in an institute or an organization to generate income. Innovation, creativity, risk
explains this culture. It is defined as the attitude, values, skills and power needed by the
group of people working in an organization in order to achieve outcome .

MARKET CULTURE:

A market culture is a type of corporate culture that emphasizes competitiveness not only
between the organization and its market competitors but also between employees. The
market model is the most aggressive and capitalistic of the four common corporate culture
models.

SUBCULTURES:

A subculture is a group of people within a larger culture. They might share common
religious and practical beliefs. It is the cultural group with the larger culture. Subcultures
develop their own norms and values.

“QUESTION NO: 02”

In what ways does organizational culture influence company’s effectiveness

and performance?

ANSWER

ORGANIZATIONAL CULTURE INFLUENCE ON FIRM’S EFFECTIVNESS

AND PERFORMANCE:

Organizational culture is somehow a set of shared values among the employees of the company
which influence employees/ groups behavior and working style which massively effect company's
effectiveness and performance for example if the company exert pressure on the customer service
elevation then individuals are expected to adopt this type of behavior this would happen to achieve
it objective. Researches have shown that the organizational culture have a huge impact on
employees and that would help the firm to achieve its stability and identity. For example: Disney
was able to attract develop and reading top quality employees because of firm stability and pride of
identity. In addition to stability and identity culture can also generate a sense of loyalty and
commitment.

STRONG CULTURE IMPACT:

Culture of organization is considered strong where the greater part of employees hold the
same type of believes values as concern to the organization is believed strong. To create
stronger culture in the organization managers should reduce the gap between employees to
develop a strong relationship when believe and ethical values aligned with the objective,
Deacon prove to be effective in building teams because rapport and trust quickly ensue.
The bonds that team builds help them avoid conflict and focus on task completion which is
beneficial for company performance various religious organization such as cults and
Japanese organization such as Toyota have strong influential culture.

WEAK CULTURE IMPACT:

A weak culture of an organization could be one that is loosely knit. Sometime it may put
individual thought contribution and in a company that needs to grow through innovation.
According to (Deal and kendy) 1982. A weak culture if an organization could be one that is
loosely joined. Rules are imposed strictly on the employees that may create diversity
between individual personal and organizational objective.

QUESTION NO: 03

How can a leader or founder help create a strong culture in an organization?

ANSWER:

LEADER CAN HELP CREATE STRONG CULTURE:

Culture is the essence of an organization. The culture dictates how the company is carrying
out it's task .A founder or leader creates a strong culture by maintaining certain rules for
everyone to follow:

PRECISE MISSION STATEMENT:

A leader should provide a precise mission statement about the company, consequently
enlighten a path for employee towards the organization values and objectives. An leader
should be able to give the employees a certain motive, for a unidirectional purpose.
MANAGEMENT STYLE:

Leaders are instrumental in creating in changing and organizations culture there is a direct
correspondence between leaders style and organizations culture. A leader should know
whether to use traditional decision-making style or MBO (management by objective) style in
accordance with the nature of employees to build a strong culture.

INSPIRATION FOR EMPLOYEES:

A leader are founder must set an example for the employees as the reflect the company's
value you must be transparent and inspiring for the workers working under you. You must
be seen as the inspiration of them rather than just been the leader you need to set an
example for them to follow.

UNBIASNESS IN ORGANIZATION:
As leader, you need to treat people right otherwise the culture you are trying to establish
won’t be of much use. You must be polite and understanding towards the people who work
for you.

HONESTY IS THE BEST POLICY FOR PEACFUL CULTURE:

A leader must be truthful to his establishment and must always communicate. A leader
should be completely honest about the strengths, weaknesses and biases

“QUESTION NO: 04”

Describe the attitudes would need to be successful and effectiveness in
managing in India , China and Saudia Arabia?

ANSWER

The global manager is a person who views markets, production, service, and opportunities
globally and who seeks higher profits for the firm on a global basis. The truly
global manager is at home anywhere in the world. He or she is considered open to
national ideas and free of prejudices or attachments to one community, country, or culture.
The global manager is aware of and understands the major cultural differences from country
to country. This awareness and understanding is acquired by observation, learning,
participation, and involvement with people from many different countries and cultures.
Like those in other types of managerial positions, global managers can experience
tension when their international work and extensive travel schedules impinge on their
personal lives.

Leaders of global enterprises in such emerging markets as the BRIC countries (i.e.,
Brazil, Russia, India, and China) will need to possess local sensitivity and global knowledge.

Providing acceptable products to the gigantic emerging BRIC country markets requires
making timely and relevant decisions. For example, consumers in China appear to
be very concerned about the price–performance equation.

Companies have learned that consumers in India are different from those in the West.
Single-service packets, or sachets, are very popular in India. They allow consumers in
India to buy only what they need, try out the products, and save their money

GLOBAL STRATEGIC SKILLS:

Managers operating in a globally shifting work environment will need a working knowledge
of international relationships and foreign affairs, including global financial markets,
international law, and exchange rate movements. Understanding global economies of scale,
work ethics of employees, and host government policies and procedures will be required to
formulate feasible, fair, legal, and effective strategies

TEAM BUILDING SKILLS:

The increased complexity of global operations will require more use of work teams,
including culturally diverse groups. The need for global teamwork is obvious when
considering how accounting and auditing are conducted in various parts of the world. In
one country, financial statements are used to reflect the economic conditions of a firm,
and the audit is an accuracy check of the condition. In another country, the audit is
conducted to make sure that legal requirements are met. Imagine how the audit could be
interpreted in different countries and why teamwork is needed to ensure a clear
understanding of its use.

In operations management, it is important to develop systems, processes, and procedures

across subsidiaries. Many companies have subsidiaries in different countries.
Determining if the system that is so valuable in one country can be applied or modified to
fit another country requires teamwork.
Teams should not ignore or minimize either cultural differences or the difficulty faced
in trying to develop and manage multicultural teams In the context of a global organization,
it becomes even more critical that team members become aware of their own stereotypes
without allowing them to limit their expectations and actions. There is also an urgent
need for teams to avoid cultural dominance (disproportionate power vested in members of
one culture over those from other cultures). Managers should distribute power according to
each member’s ability to do the task, not according to some preconceived notion of relative
cultural superiority.

ORGANIZATION SKILLS:

The management philosophy of North America for the vast majority of the 20th century
reflected Douglas McGregor’s Theory X. Theory X held that workers are irresponsible and
unwilling to work and must be persuaded to perform their obligations to their employers.
Thus, the Theory X–based management approach to organization is to structure the job,
closely supervise, and reward good performance and punish poor performance. This
approach encourages a carrot-and-stick, hierarchically controlled approach to management.
The emphasis is on short-term compliance and profitability. Is this really the way U.S.
workers are? Certainly some American workers and workers in other countries fit the
Theory X mold perfectly. However, others respond better to a Theory Y approach, the
opposite of Theory X. Theory Y managers create an environment that encourages self-
control and the willingness to take responsibility. They assume that most employees want to
work and do not have to be coerced to do a good job. The employees who react positively
to this style want autonomy, recognition, and an opportunity to display their skills, creativity,
and commitment.
In addition to cultural diversity, managers must consider individual differences when
organizing firms, units, and jobs. Minimum requirements for managers operating in a
globally
shifting world would include
 Creativity and inventiveness in designing organizations and jobs.
 High tolerance for ambiguity and cultural differences.
 Ability to coordinate finance, marketing, operations management, and human
resource interdependencies.

COMMUNICATION SKILLS:
In the global environment, managers will need to be able to communicate with diverse
groups of people. The communication task would be easier if managers possessed
multilingual
skills and high levels of cross-cultural awareness and sensitivity. 24 Within the global
business environment, strategy formulation, decision making, motivating, team building,
organization and job design, leading, and negotiating are all based on managers’ ability to
communicate with each other and with subordinates. Achieving effective communication
in a culturally homogenous setting is extremely difficult. However, it is much more
challenging
and difficult when a variety of nationalities, languages, and cultures are represented
within the same organization.

TRANSFER OF KNOWLEDGE SKILLS:

The increased competitiveness throughout the world has placed a special emphasis on
technological advances for product and process innovations. This emphasis has increased
the need to transfer knowledge. Learning about a practice, technique, or approach in one
country that can be transferred elsewhere is a skill that managers can apply on a
regularbasis. Research on Capital One Financial suggests that the firm is competing
globally by
being flexible in the way it develops knowledge and how it applies this learning to other
parts of the organization. Capital One Financial is embracing and leveraging knowledge
as a way to increase its organizational effectiveness and competitive advantage.
For years, Americans appeared to be oblivious and arrogant about using knowledge,
information, or techniques initiated and practiced in other countries. The quality movement
initiated in Japan by an American, W. Edwards Deming, after World War II, however, has
changed the historic practice of ignoring what other countries and companies are doing
benchmarking

QUESTION NO: 06
If you were a training director responsible for instructing managers
in the techniques of management how would you evaluate your
training program effectiveness?

ANSWER:

When you plan training and development for your organization, whether the training
program is for employees, managers, or for some other tier of the hierarchy you expect to
gain improved skills and productivity, greater retention rates, and an improved brand. After
you deliver any type of corporate training, you must ask these questions:
 1. How effective was the training in helping learners gain relevant knowledge and
skills?
2. Were the learners able to apply what they learned to improve their performance at
work?
3. What other benefits did the training program achieve?

EVALUATING TRAINING EFFECTIVNESS:

A number of techniques are available to evaluate if the training program benefited the
learners or nor such as post-training quizzes, one-to-one discussions, employee surveys,
participant case studies, and official certification exams are some ways to measure training
effectiveness. The more data you collect on measurable outcomes, the easier it will be to
quantify your company’s return on investment. Before training begins, it is helpful to plan
what factors you will be measuring and how you will collect these data. Fortunately, some
proven methodologies or measuring training effectiveness already exist .There is a variety
of training evaluation such as :

 The Phillips ROI Model

 Kaufman’s Five Levels of Evaluation

 Anderson’s Model Of Learning Evaluation

 Summative vs Formative Model Of Evaluation

 Kirkpatrick’s Model of Evaluation

out of which Kirkpatrick Model of Evaluation is discussed here:

KIRKPATRICK MODEL OF EVALUATION;

This method of evaluating training programs might be one of the oldest, but its still one of
the most acceptable . Because it breaks the evaluation process into 4 simple steps :

REACTION:
Evaluate learner’s reaction to training. This is commonly measured after training. Ask
learners to complete a survey about their overall satisfaction with the learning experience.
This level measures how learners have reacted to the training, the relevance and
usefulness of the training. Use surveys, questionnaires or talk to learners before and after
the course to collect their feedback on the learning experience.

Topics to cover during your discussion:

 Was the course content relevant and easy to follow?

 Ask questions about the learnings and key takeaways.
 Discuss the strengths and weaknesses of the program.
 Understand if the training was able to accommodate the learner’s pace and learning
style.

LEARNING:

Measure the knowledge and skills gained by learners as a result of the training. To measure
this level, you can use a combination of metrics such as:

 Test scores during and after the training

 Evaluation of applied learning projects
 Influence on performance KPIs
 Course completion and certification
 Supervisor report and feedback

At this stage of evaluation, you will be able to determine if the training is meeting its set
objectives, what are the specific skills that can be developed with this training, and the
scope for improvements in content and method of delivery.

BEHAVIOR:

Assess whether or not (and how much) behavior has changed as a result of training. The
best way to measure behavior change is through workplace observations and comparing
360-degree reviews from pre- and post-training.

Understand how the training has impacted the learner’s performance and attitude at work.
Evaluate how the training has influenced the learner’s performance and delivery at work by
using a combination of these methods:

 Self-assessment questionnaires
 Informal feedback from peers and managers
 Focus groups
 On-the-job observation
 Actual job performance key performance indicators (KPIs)
  Customer surveys, comments, or complaints

Topics to cover in your assessment include:

 How has learning been implemented at work?

 Are the learners confident to share their new skills and knowledge with their peers?

RESULTS:
The final and most important step is to evaluate the impact of your employee training
program on business results. Here, it’s common to measure results like productivity, quality,
efficiency, and customer satisfaction ratings.

Measure the tangible results of the training such as reduced cost, improved quality, faster
project completion, increased productivity, better marketing leads, increased sales, and
higher morale. Key metrics to measure are:

 Improved business results

 Increased productivity and quality of work
 Employee retention
 Higher morale
 Customer satisfaction index

In modern times, professionals have suggested that this process should actually be
reversed. After all, step 4 is the most important one. If you agree with this approach, start by
identifying the results you want to achieve, and work backward from there.

Whichever direction you choose to apply the steps toward, the eLearning industry has come
to rely on Kirkpatrick’s model for good reason. Its logical, staged approach is easy to apply,
and once the evaluation is complete, you’ll have a deep and wide understanding of learner
learning during training.