CHRIST COLLEGE, PUNE

Name: Arnold Jairaj

Class: Sy Bba
Roll no. 03
Subject: Organizational Behavior

Corporate Talk on 'Dimensions of Organizational Culture and its

impact on change management'

Date: 11th, November, 2022

Time: 9:00 am
Venue: Smart room

Name of the host: Ms. Devika Date

Position and Company: Associate Director of the Human capital relations at Price
waterhouse Coopers (PWC) Pvt,Ltd.

Topics That were covered in the session:

Slide 1
1) What is culture ?
A) Culture, behaviour peculiar to Homo sapiens, together with material objects used as
an integral part of this behaviour. Thus, culture includes language, ideas, beliefs, customs,
codes, institutions, tools, techniques, works of art, rituals, and ceremonies, among other
elements.

The existence and use of culture depends upon an ability possessed by humans alone. This
ability has been called variously the capacity for rational or abstract thought, but a good case
has been made for rational behaviour among subhuman animals, and the meaning of abstract
is not sufficiently explicit or precise.

2) Organizational Culture
A) Organizational culture is the sum of the values, beliefs, practices, and behaviors that
contribute to the social and psychological environment of an organization.

Social psychologist Geert Hofstede believed that while national cultures are based on deeply
held values, organizational cultures are more concerned with practices. The repetition of
those practices or behavior within a workplace help to define the organization’s culture.

3) Gen Z culture and different types of cultures.

4) If organization is an engine then the culture is the oil for that engine

5) Nebulous concept : If you describe something as nebulous, you mean that it is vague and

not clearly defined or not easy to describe.

Slide 2

1) Types of organizational cultures

A) Definition : Organizational culture — often called company culture — is defined as the
shared values, attitudes and practices that characterize an organization. It’s the personality of
your company, and it plays a large part in your employees’ overall satisfaction. 
A common misconception is that core values, employee perks and the like are the cornerstone
of a strong organizational culture. In reality, your core values
should guide your organizational culture, but are by no means an exhaustive effort,
and benefit packages should be a byproduct of your deliberate work to create an enjoyable
office environment.
Types of Cultures

1) Clan Culture 2) Adhocracy Culture 3) Market Culture 4) Hierarchy Culture

1) Clan Culture : Primary Focus: Mentorship and teamwork.

Motto: “We’re all in this together.”
About Clan Culture: A clan culture is people-focused in the sense that the company feels
family-like. This is a highly collaborative work environment where every individual is valued
and communication is a top priority. Clan culture is often paired with a horizontal structure,
which helps to break down barriers between the C-suite and employees, and it
encourages mentorship opportunities. These companies are action-oriented and embrace
change, a testament to their highly flexible nature.
Benefits: Clan cultures boast high rates of employee engagement, and happy employees
make for happy customers. Because of its highly adaptable environment, there’s a great
possibility for market growth within a clan culture.
Drawbacks: A family-style corporate culture is difficult to maintain as the company grows.
Plus, with a horizontal leadership structure, day-to-day operations can seem cluttered and
lacking direction.

2) Adhocracy Culture : Primary Focus: Risk-taking and innovation.

Motto: “Risk it to get the biscuit.”
About Adhocracy Culture: Adhocracy cultures are rooted in innovation and adaptability.
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. To
do so, they need to take risks. Adhocracy cultures value individuality in the sense that
employees are encouraged to think creatively and bring their ideas to the table. Because this
type of organizational culture falls within the external focus and differentiation category, new
ideas need to be tied to market growth and company success.
Benefits: An adhocracy culture contributes to high profit margins and notoriety. Employees
stay motivated with the goal of breaking the mold. Plus, with a focus on creativity and new
ideas, professional development opportunities are easy to justify.
Drawbacks: Risk is risk, so there’s always a chance that a new venture won’t pan out and
may even hurt your business. Adhocracy cultures can also foster competition between
employees as the pressure to come up with new ideas mounts.

3) Market Culture : Primary Focus: Competition and growth.

Motto: “We’re in it to win it.”
About 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, and 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. 
Benefits: Companies that boast market cultures are profitable and successful. Because the
entire organization is externally focused, there’s a key objective employees can get behind
and work toward.
Drawbacks: On the other hand, because there’s a number tied to every decision, project and
position within the company, it can be difficult for employees to meaningfully engage with
their work and live out their professional purpose. There is also risk for burnout in this
aggressive and fast-paced environment.

4) Hierarchy Culture : Primary Focus: Structure and stability.

Motto: “Get it done right.”
About 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.
Benefits: With internal organization as a priority, hierarchy cultures have clear direction.
There are well-defined processes that cater to the company’s main objectives.
Drawbacks: The rigidity of hierarchy cultures leaves little room for creativity, making these
companies relatively slow to adapt to the changing marketplace. The company takes
precedence over the individual, which doesn’t necessarily encourage employee feedback.
 SLIDE 3

1) Drivers of a good organizational culture

A) The top 5 drivers of a successful company culture are
1) Leadership and communication values
2) Organizational Values
3) Human asset
4) Company Structure
5) Performance Management Practices

2) In this slide ma’am particularly spoke on the first impression of the job offer call from the
employer, she mentioned that this experience will be remembered till 5 years of your job
career. She said that the tone and voice of the resource person always plays a key role in your
interview.

SLIDE 4
1) Edgar Schien’s Model of Organizational culture

Edgar Schein proposed a model of an organizational culture where the basic assumptions

shape values and the values shape practices and behavior, which is the visible part of the
culture. Organizations do not adopt a culture in a single day and in fact learn from past
experiences and start practicing it every day thus forming the culture of the workplace.

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

1) Artifacts 2) Values 3) Basic Assumptions

SLIDE 5

1)  Ma’am spoke about a famous Peter Drucker quote that says that "culture eats strategy for
breakfast". This implies that the culture of your company always determines success
regardless of how effective your strategy may be.
When he said that culture eats strategy for breakfast, Drucker pointed out the importance of
the human factor in any company. No matter how detailed and solid your strategy is, if the
people executing it don't nurture the appropriate culture, your projects will fail.
Culture isn't about comfy chairs and happy hours at the office. Rather, it's more about the
ways your employees act in critical situations, how they manage pressure and respond to
various challenges, and how they treat partners and customers, and each other.

2) What Does ‘Culture Eats Strategy’ Mean?

A) The culture eats strategy for breakfast quote means that no matter how strong your
strategic plan is, its efficacy will be held back by members of your team if they don't share
the proper culture. When it comes down to it, the people implementing the plan are the ones
that make all the difference.
If your employees aren't passionate about your company's vision, they won't be enthusiastic
about executing the plan, and then your strategy stands no chance. Your company will
struggle to execute daily strategies, and implementing a new one would be doomed to fail.
Company culture happens, whether you work on it or not. It represents the core of the
company, and most of it is created by the business founders—sometimes unknowingly. The
actions of the founders and executives speak louder than their words in the process of culture
creation. 

3) Success of a good organization depends on the culture

4)Resignation Wave
A) Millions of people quit their jobs in the year 2021 following drastic changes that were
introduced by the companies due to the pandemic. The term Great Resignation has been in
fashion since last year that is seen to be capturing the rising trend of employees leaving jobs
or more of a reshuffle with hordes of employees’ job-hopping, especially in the IT industry,
exiting their current positions for better ones. The great resignation wave is continuing in the
west and also in India. The Indian IT industry saw a 52 percent rise in the hiring of skilled
professionals, a fact that is indicative of accelerated job switches and the need for skilled
workforce across the subcontinent, we can still see its impact this year.

SLIDE 6
1) Culture change management
1. Identify gaps
2. Create core project team
3. Budget and timelines
4. Leadership buys in
5. Effective communication
6. Monitor results and follow up
Example: Cadbury’s second important response to the crisis was the implementation of the
Project Vishwas (“Project Trust”) campaign. The goal of Project Vishwas was to win back the
confidence of the consumer. Retailers and consumers were reached nationally through the
press advertisement, “Facts about Cadbury,” released in 55 publications in 11 languages. The
advertisement presented facts about Cadbury’s manufacturing and storage facilities and
highlighted corrective steps being taken by the company. Cadbury also brought in a brand
ambassador to reinforce the credibility that the company had demonstrated through its
repackaging efforts. Amitabh Bachchan, a legendary Indian film star, was chosen (at a
significant cost) because he embodied the values of Cadbury as a brand and connected with
all of India.

Learning Outcomes of the session

A) I definitely picked up some key pointers from this session which will be with me till I
work in the corporate field. Ms Date emphasized a lot on the culture and how it affects the
management, a concept which I was totally unaware of. As I am thinking to pursue the HR
field this was definitely the type of session I was looking forward to. With years of
experience in the HR field she tried to fit in the necessary concepts into one single lecture.