Organizational

Culture

By: Zigiju Samuel (Ph.D.)

1
 Climate Setting
O Introduction
O Setting Norms
O Time management
O Reporters
O Energizing team
O Expectations

2
 Self Introduction
Who you are:
O Name
O Educational background
O Work experience
O Your current position
O What you like most what
you hate most
O Your future plan

3
 Facilitator
Zigiju Samuel (Ph.D.)
Teacher, Consultant and Trainer at
ECSU
Email: readyzi@yahoo.com
readyzi16@gmail.com
Phone No: 0911110648
0939593959
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 Norming/Ground Rules

O How should we
govern our training?
O What are the
Individual duties &
responsibilities?

5
 Norming/Ground Rules
O Punctuality
O Active participation
O Respecting others’ idea
O Focusing on the agenda of the
training (be in the context)

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Time management

Time managers
1.
2.
3.
4.

7
Reporters

1. Day 1 ….
2. Day 2 ….

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Energizing Team

Team members:
1. ….
2. ….
3. ….
4. ….
5. ….
6. ….

9
 Your Expectations
O What do you expect from this training?

10
 Mode of Delivery

O Presentation of concepts
O Questions
O Reflection
O Discussions

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 Objectives of the training
O After completing of this training, you will be able to:
O Explain the concept of organizational culture and
how it affects individuals, groups and organizations,
groups and organizations;
O Explain the components and levels of organizational
culture
O Describe the elements, characteristics and different
types of organizational culture;
O Describe ways to manage and maintain an
organizations culture; and
O Explain the role of leaders in shaping and managing
an organizations culture.
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 Time table
Day Time Topics
Day 1 2:30 - 4:00 • Introduction
• What is OC?
• Characteristics of OC
• Sub-culture
4:00 - 4:30 • Tea break
4:30 – 6:00 • How does OC emerge?
• Components of OC
• Importance of OC
• Functions of OC
6:00 – 7:30 • Lunch break
7:30 – 9:00 • Level of OC
9:00 – 9:30 • Tea break
9:30 – 11:00 • Understanding OC
Day 2 2:30 - 4:00 • Types of OC
4:00 - 4:30 • Tea break
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4:30 – 6:00 • Developing and sustaining OC
 Reflection
O What is a culture?
O What is an organization?
O What is organizational culture?
O Why organizational culture is so
important?
O What will happen if leaders of public
organizations are negligent of OC?
O What should leaders do to create,
maintain and cultivate OC?
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 What is a culture
O It is a concept that encompasses the
social behavior, institutions, and norms
found in human societies, as well as the
knowledge, beliefs, arts, laws, customs,
capabilities, habits and material traits of
a group or community.
O Culture influences various aspects of life,
including language, religion, art, music,
food, clothing, rituals, and social
structures.
15
 What is an organization?
O An organization is a deliberate
arrangement of people to accomplish
some specific purpose.
O An organization is a structured entity or
group of people that come together with
a common purpose or goal.
O Organization shares three common
characteristics:
O distinct purpose,
O has structure, and
O composed of people
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 What is an organization?
O It can be a formal entity, such as a company,
government agency, or non-profit organization,
or an informal group with a shared objective.
O Organizational structures can vary widely
depending on the size, nature, and purpose of
the organization.
O Organizations typically have defined roles,
responsibilities, and hierarchies that help
establish order and facilitate the achievement of
their objectives.
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 What is an organization?
O They often have specific processes, procedures,
and systems in place to guide their operations.
O These may include decision-making processes,
communication channels, and policies that govern
various aspects of the organization's functioning.
O Organizations can be profit-oriented or non-profit
or charitable organizations, focusing on providing
services, watchdogging advocating for a cause.
O It provides a framework for coordinating activities,
allocating resources, and facilitating collaboration
among its members.
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 What is OC?
O OC refers to the shared values, beliefs,
norms, and behaviors that characterize how
people within the organization interact and
work together.
O It influences the organization's overall
atmosphere, employee morale, and the way
tasks are carried out.
O The structure and culture of an organization
play a significant role in shaping its
operations and outcomes.
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 What is OC?
O Organizational culture refers to a
system of shared assumptions,
values, and beliefs that show
employees what is appropriate and
inappropriate behavior.
O Organizational culture is both a glue
holding the system together and the
motor moving it toward its goal.
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 What is OC?
O Organizational culture is a pattern of shared
basic assumptions that was learned by a
group as it solved its problems of external
adaptation and internal integration, that has
worked well enough to be considered valid
and, therefore, to be taught to new
members as the correct way to perceive,
think, and feel in relation to those problems

21
 What is OC?
O The above definition highlights three
important characteristics of organizational
culture:
O First, organizational culture is passed on to
new employees through the process of
socialization;
O Second, organizational culture influences our
behavior at work; and
O Finally, organizational culture operates at
different levels.

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 Organizational culture
O Organizational Culture should not be
confused with climate. Climate is the short-
term mood of an organization.
O Unlike Organizational Culture, it is fragile
and subject to change.
O Organizational culture is the sum of
behavior patterns and standards in an
organization.
O It is built up over many years. There is no
such thing as ―instant culture‖.
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 Culture and organizational
performance

Reflection
O What do you think is the nexus
between organizational culture
and organizational
performance?

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 The Nexus between OC &
Organizational Performance

Employee Engagement:
O A strong organizational culture that
promotes positive values and a sense of
purpose can lead to higher levels of
employee engagement.
O Engaged employees are more committed,
motivated, and willing to go the extra mile,
which can positively impact organizational
performance.
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 The Nexus…
Productivity and Performance:
O A culture that emphasizes collaboration,
innovation, and continuous improvement
can enhance productivity and overall
performance.
O When employees feel empowered,
supported, and encouraged to contribute
their ideas and skills, they are more likely to
perform at their best.
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 The Nexus…
Adaptability and Change:
O Organizational culture plays a crucial role in
how effectively an organization can adapt to
changes in the business environment.
O A culture that values flexibility, learning, and
openness to change can help organizations
navigate uncertainties and grab new
opportunities more effectively.

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 The Nexus…
Talent Attraction and Retention:
O A strong organizational culture can be a
powerful tool for attracting and retaining top
talent.
O When an organization has a positive culture
that aligns with the values and aspirations
of potential employees, it can become an
employer of choice, leading to a more
talented and dedicated workforce.
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 The Nexus…
Communication and Collaboration:
O Culture influences communication patterns
and collaboration within an organization.
O A culture that promotes open and
transparent communication, teamwork, and
knowledge sharing can enhance
coordination, problem-solving, and decision-
making processes, ultimately improving
organizational performance.
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 The Nexus…
Customer Satisfaction:
O The culture of an organization can have a
direct impact on customer satisfaction.
O When employees are aligned with the
organization's values and are motivated to
provide excellent service or create high-
quality products, it can result in improved
customer experiences and increased
customer loyalty there by organizational
success.
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 The Nexus…
Organizational Resilience:
O A strong culture can contribute to
organizational resilience, enabling an
organization to withstand challenges,
setbacks, and crises.
O A cohesive culture that fosters trust,
resilience, and a shared sense of purpose
can help organizations navigate difficult
times and emerge stronger.
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 The Nexus…
O It is important to note that organizational
culture is not a one-size-fits-all concept, and
different cultures can be effective in different
contexts.
O However, a culture that aligns with the
organization's mission, vision, and strategic
goals, and that promotes positive values and
behaviors, is more likely to drive improved
organizational performance.
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 How does OC emerge?
Culture forms in two ways:
O Sometimes spontaneous/unplanned interaction
in an unstructured group gradually lead to
patterns and norms of behavior that become the
culture of that group
O The individual founder—whether an entrepreneur
or just the convener of a new group—will have
certain personal visions, goals, beliefs, values,
and assumptions about how things should be.
O He or she will initially impose these on the group
and/or select members on the basis of their
similarity of thoughts and values 33
 Components that shape OC
O Organizational culture is shaped by four key
components:
O the founders’ values, the industry and business
environment, the national culture, and the senior
leaders’ vision and behavior.
O In turn, OC influences the type of organizational
structure adopted by an organization and a host
of practices, policies, and procedures
implemented in pursuit of organizational goals.
O These organizational characteristics then affect a
variety of group and social processes.
O This sequence ultimately affects employees’
attitudes and behavior and a variety of
organizational outcomes.
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 Manifestations of OC
Shared Values:
O Culture is often reflected in the shared
values that guide the behavior and
decision-making of individuals within the
organization.
O These values serve as guiding principles
and influence how employees perceive
and respond to different situations.
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 Manifestations of OC
Norms and Behaviors:
O Culture shapes the norms and behaviors that are
considered acceptable within the organization.
O This includes how people communicate,
collaborate, and interact with one another.
O For example, an organization with a collaborative
culture may encourage open communication and
teamwork, while a more hierarchical culture may
emphasize following established protocols and top-
down decision-making.
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 Manifestations of OC
Symbols and Artifacts:
O Culture is often represented through
symbols and artifacts, such as the
organization's mission statement, logo,
physical workspace, and dress code.
O These symbols and artifacts serve as
visible reminders of the organization's
values and identity.
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 Manifestations of OC
Rituals and Traditions:
O Organizations often have rituals and
traditions that reinforce their culture.
O These can include regular team
meetings, annual events, recognition
programs, or specific ways of celebrating
achievements.
O Rituals and traditions help establish a
sense of belonging and reinforce cultural
norms.
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 Manifestations of OC
Leadership and Management Style:
O The leadership and management
style within an organization play a
crucial role in shaping its culture.
O Leaders' actions, behaviors, and
decision-making processes influence
how employees perceive and
internalize the organization's values
and norms.
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 Manifestations of OC
Employee Satisfaction:
O Culture affects employee engagement and
satisfaction.
O A positive and supportive culture can foster
a sense of belonging, motivation, and loyalty
among employees.
O On the other hand, a negative or toxic
culture can lead to low morale, high
turnover, and decreased productivity.
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 Manifestations of OC
Organizational Structure:
O The organization's structure and hierarchy
can reflect its culture.
O A flat organizational structure with
decentralized decision-making may indicate
a culture that values agility and individual
empowerment.
O In contrast, a highly centralized structure
may indicate a culture that values control
and adherence to established processes.
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 Importance of OC
O Effective control mechanism for dictating
employee behavior
O Give members an organizational identity –
defines who we are
O Facilitate collective commitment - invisible bond
of emotions and feeling - shared feeling of
commitment
O Promote social system stability – effective
conflict management
O Shape behavior of members to make sense of
their surroundings – unwritten rules
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 Levels of OC…
O At the deepest level,
below our awareness
lie basic assumptions
O Assumptions are taken
for granted, and they
reflect beliefs about
human nature and
reality.
O Values are shared
principles, standards,
and goals.
O Artifacts or visible,
tangible aspects of
organizational culture. 43
 Levels of OC…
For example:
O in an organization one of the basic assumptions employees
and managers share might be that happy employees
benefit their organizations.
O This assumption could translate into values such as social
equality, high quality relationships, and having fun.
O The artifacts reflecting such values might be:

O an executive ―open door‖ policy,

O an office layout that includes open spaces and gathering
areas equipped with pool tables, and
O frequent company picnics in the workplace.
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 Levels OC…
1. Artifacts
O Observable Artifacts are at the more visible
level, culture represents observable
artifacts.
O Artifacts consist of the physical
manifestation of an organization’s culture.
O Observable artifacts represent an
organization’s attitudes, behaviors, and
beliefs
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 Levels…
1. Artifacts…
O Generally Artifacts are expresses by three
aspects, rituals and ceremonies, organizational
language and physical structure and symbols.
O More specifically, these include:
O the architecture and physical surroundings;
O products;
O technologies;
O style (shown through clothing, art, publications,
etc.);
O published values and mission statement; I
O language, jargon, stories; and
O practices, rituals, ceremonies, and taboos.
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Artifacts are expressed by 3 aspects
A. Rituals and Ceremonies
Rituals are the programmed routines of daily organizational life.
O Rituals may include:
O how visitors are greeted, how often senior executives visit
subordinates, how people communicate with each other, how
much time employees take for lunch, and so on.
O Some organizations, for example, have management meetings at a
specific time of a week took the whole day vs. ―stand-up‖
meetings.
O Artifacts are easier to change than the less visible aspects of
organizational culture.

Ceremonies are more formal artifacts than rituals.

O Ceremonies are planned activities conducted specifically for the
benefit of an audience.
O This would include publicly rewarding employees, or celebrating
the launch of a new service, product or newly won contract.
O Many organizations have employees’ day, company day or yearly
gatherings.
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 Artifacts are expressed by:

Physical Structures and Symbols

O Physical structures and spaces,
O The size, shape, location, and age of
buildings suggests teamwork…
O The physical layout of building - offices
isolated on a separate floor reserved only for
leaders reflect a more bureaucratic culture.
O On the other hand leaders located with their
units and employees - collaborative open
space reflects a culture of cooperation and
team work.
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 Levels…
2. Values
O Pertain to desirable end-states or behaviors,
O Guide selection or evaluation of behavior and
events, and
O Are ordered by relative importance.
O Values are more stable, long-lasting beliefs
about what is important.
O They help us define what is right or wrong, or
good or bad.
Value can be:
O Espoused and enacted values
O Instrumental and terminal values
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 Examples of Values
Ethiopian Management Ministry of Commercial Bank of
Institute Education Ethiopia

1. Committed to quality 1. Effectiveness 1. Corporate Citizenship

2. Customer Focused 2. Quality 2. Customer Satisfaction
3. Team work for 3. Equity 3. Quality Service
Effectiveness 4. Participatory 4. Innovation
4. Continuous Learning 5. Exemplary 5. Teamwork
6. Commitment 6. Integrity
7. Excellence 7. Employees
8. Being 8. Public Confidence
researcher

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 Levels…
3. Basic Assumptions
O Basic assumptions are underlying
determinants of an organization’s attitudes,
thought processes, and actions.
O These assumptions are central to its culture.
O Assumptions are the shared mental models
that people rely on to guide their perceptions
and behaviors.

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 Innovative Cultures
O Innovative cultures - are flexible and adaptable,
and experiment with new ideas.
O Such organizations are:
O Characterized by a flat hierarchy in which titles
and other status distinctions tend to be
downplayed.
O Employees do not have bosses in the traditional
sense, and risk taking is encouraged by
celebrating failures as well as successes.

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 Aggressive Cultures
O Companies with aggressive cultures value
competitiveness and outperforming competitors.
O By emphasizing this, they may fall short in the
area of corporate social responsibility.
O In aggressive companies, people may use
language such as:
O ―We will kill our competition.‖
O Everything they are selling, we are going to give
away.
O This adversely affects CSR

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 Outcome-Oriented Cultures
O Outcome-oriented cultures are those that emphasize
achievement, results, and action as important values.
O Outcome-oriented cultures hold employees as well as
managers accountable for success and utilize
systems that reward employee and group output.
O In these companies, it is more common to see
rewards tied to performance indicators as opposed to
seniority or loyalty.
O Research indicates that organizations that have a
performance-oriented culture tend to outperform
companies that are lacking such a culture
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 Stable Cultures
O Stable cultures are predictable, rule-oriented,
and bureaucratic.
O These organizations aim to coordinate and align
individual effort for greatest levels of efficiency.
O When the environment is stable and certain,
these cultures may help the organization be
effective by providing stable and constant levels
of output.
O These cultures prevent quick action, and as a
result may be a misfit to a changing and
dynamic environment.
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People-Oriented Cultures
O People-oriented cultures value fairness,
supportiveness, and respect for individual rights.
O Believe that ―people are their greatest asset.‖
O Have fair procedures and management styles,
O Create an atmosphere where work is fun and
employees do not feel required to choose
between work and other aspects of their lives.
O Greater emphasis on treating people with
respect and dignity.

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Team-Oriented Cultures
O Companies with team-oriented cultures are
collaborative and emphasize cooperation
among employees.
O Company facilitates a team-oriented culture
by training its employees so that they are
capable of helping each other when needed.
O Members tend to have more positive
relationships with their coworkers and
particularly with their managers.

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Detail-Oriented Cultures
O Emphasizing precision and paying attention to
details.
O Some hotels keep records of all customer
requests, such as:
O which newspaper the guest prefers or
O what type of pillow the customer uses.

O This information is put into a computer system

and used to provide better service to returning
customers.

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 Safety Culture
O Some jobs are safety sensitive.
O For example, aircraft pilot, fishing worker, steel
worker, and roofer are among the most dangerous
jobs
O Provides a competitive advantage, because the
organization can reduce:
O accidents,
O maintain high levels of morale and employee
retention, and
O increase profitability by cutting workers’
compensation insurance costs.

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 Discussion

O Which of the above cultural

approaches is employed in your
organization? Why?

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Developing and sustaining OC

Reflection
O What do you think are the roles
of leadership in terms of shaping
and managing organizational
culture?

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Developing and sustaining OC

Setting the Vision and Values:

O Leaders provide a clear vision and articulate
the core values that guide the organization.
O They establish the direction and purpose,
and their actions must align with the stated
values.
O By consistently communicating and
embodying these values, leaders set the
tone for the desired culture.

62
 Developing and sustaining
OC…
Leading by Example:
O Leaders serve as role models for the desired
culture.
O Their actions, decisions, and behaviors have
a significant impact on how others perceive
and interpret the culture.
O By consistently demonstrating integrity,
empathy, respect, and other positive
qualities, leaders inspire others to do the
same.
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Developing and sustaining OC…
Establishing and Reinforcing Norms:
O Leaders set the standards and expectations
for behavior within the organization.
O They establish norms and promote
behaviors that are aligned with the desired
culture.
O By recognizing and rewarding behaviors that
align with the cultural values, leaders
reinforce the desired norms and encourage
others to follow suit.
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Developing and sustaining OC…
Communicating and Reinforcing Values:
O Leaders should clearly articulate the values and
principles that underpin the culture they want to
promote.
O They need to communicate these values
consistently and provide regular reminders of
their importance.
O By consistently reinforcing these values through
speeches, actions, and decision-making, leaders
create a shared understanding and commitment
to the desired culture.
65
Developing and sustaining OC…
Communication and Reinforcing
Values…
O Effective leaders communicate openly and
transparently, keeping employees informed
about the organization's goals, strategies, and
changes.
O Transparent communication builds trust and
fosters a culture of openness and collaboration.
O When leaders actively listen to employees'
feedback, concerns, and ideas, they create an
environment where diverse perspectives are
valued and contribute to the overall culture.
66
 Developing and sustaining
OC…
Building Trust and Psychological Safety:
O Leaders need to foster an environment of
trust and psychological safety, where
individuals feel comfortable expressing their
ideas, taking risks, and being themselves.
O By creating an atmosphere of trust, leaders
encourage open communication,
collaboration, and innovation.

67
Developing and sustaining OC…

Empowering and Developing Others:

O Leaders should empower their members by
delegating authority, providing autonomy,
and encouraging personal growth and
development.
O By investing in their people's skills,
knowledge, and well-being, leaders foster a
positive culture of learning and continuous
improvement.
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 Developing and sustaining
OC…
Decision-Making and Problem-Solving:
O The way leaders make decisions and solve
problems influences the culture.
O Leaders who encourage autonomy,
collaboration, and innovation foster a culture
that values initiative, creativity, and continuous
improvement.
O In contrast, leaders who micromanage or
discourage risk-taking may create a culture that
stifles innovation and discourages independent
thinking.
69
 Developing and sustaining
OC…
Recognizing and Rewarding Positive
Behaviors:
O Leaders have the power to shape culture
through the recognition and rewards they
provide.
O By acknowledging and rewarding behaviors that
align with the desired culture, leaders reinforce
the importance of those behaviors and motivate
others to emulate them.
O Recognition can be in the form of praise,
promotions, bonuses, or other incentives that
reinforce the desired cultural traits.
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Developing and sustaining OC…

Addressing Conflict and Negative

Behavior:
O Leaders must address conflicts and
negative behaviors promptly and fairly.
O By addressing these issues directly and
transparently, leaders demonstrate their
commitment to upholding the desired
culture and maintaining a healthy work
environment.

71
Developing and sustaining OC…

Encouraging Diversity and Inclusion:

O Leaders should actively promote diversity
and inclusion by embracing different
perspectives, backgrounds, and
experiences.
O By fostering an inclusive culture, leaders
create a sense of belonging and value
diversity as a strength.

72
Developing and sustaining OC…

Providing Feedback and Coaching:

O Leaders should provide constructive
feedback and coaching to help individuals
and teams improve.
O By offering guidance, support, and
opportunities for growth, leaders contribute
to a positive culture of learning,
development, and continuous improvement.

73
Developing and sustaining OC…

Promoting Work-Life Balance and Well-

being:
O Leaders should prioritize the well-being of
their members by promoting work-life
balance, encouraging self-care, and
addressing burnout.
O By valuing the holistic well-being of
individuals, leaders contribute to a positive
culture that values both personal and
professional fulfillment.
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Developing and sustaining OC…

Team Work
O The drift has been to move away from traditional
hierarchical pyramid structures to flatter more
responsive and leaner structures.
O Teamwork is the collaborative effort of a group
of individuals working together to achieve a
common goal or complete a task.
O It involves individuals pooling their skills,
knowledge, and resources to accomplish shared
objectives more effectively and efficiently than
they could individually.
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Thank you!

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