Saiesh Digitally signed by

Saiesh Prabhu
Prabhu Verlekar
Date: 2022.06.30
Verlekar 11:59:59 +05'30'

ORGANIZATIONAL CULTURE
1 Saiesh N. Prabhu Verlekar
Department of Information Technology
SRIEIT, Shiroda - Goa
DEFINITION AND CONCEPT
 Organizational culture is the collection of values,
expectations, and practices that guide and inform the
actions of all team members.

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FOUR TYPES OF ORGANIZATIONAL
CULTURE

 The four organizational cultures Cameron and Quinn

identified are:

- Adhocracy culture – the dynamic, entrepreneurial Create

Culture.

- Clan culture – the people-oriented, friendly Collaborate

Culture.

- Hierarchy culture – the process-oriented, structured

Control Culture.

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- Market culture – the results-oriented, competitive
Compete Culture.
WHAT DO CULTURES DO
CULTURE’S FUNCTIONS
 Culture is the social glue that helps hold an organization
together by providing appropriate standards for what
employees should say or do.
- It has a boundary-defining role.
- It conveys a sense of identity for organization members.
- It facilitates the generation of commitment to something
larger than one’s individual self-interest.
- It enhances social system stability.
- It serves as a "sense-making" and control mechanism that
guides and shapes the attitudes and behavior of employees.

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 - culture provides important social and economic benefits.
- With improved learning and health, increased tolerance,
and opportunities to come together with others.
- culture enhances our quality of life and increases overall
well-being for both individuals and communities.
- Culture gives you a sense of belonging, especially when
everyone speaks the same language.

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CREATING AND SUSTAINING CULTURES

1. Focus on the Positive.

2. Ensure Shared Values.
3. Give and Receive Feedback.
4. Follow-Through.
5. Care About Your Team Members.
6. Play to Strengths and Look for the Bright Spots.
7. Set Expectations.
8. Evaluate Processes and Procedures.
9. Create Opportunities for Collaboration.
10. Be Consistent.
11. Telling stories and using examples.
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 NOTION OF ETHICS AND SPIRITUALITY
IN ORGANIZATIONS

- Bringing ethics and spiritual values into the workplace can

lead to increased productivity and profitability as well as
employee retention, customer loyalty, and brand reputation.
- Healthy spirituality gives a sense of peace and balance
among the physical, emotional, social and spiritual aspects of
our lives.

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POWER AND POLITICS

- Power is potential ability to influence behavior.

- A capacity that A has to influence the behavior of B, so
that B acts in accordance with A’s wishes.
- Power describes how it affects a relationship between two
or more people.
- Power affects all aspects of social life, from the workplace to
the home.
- Power is a property of the system at rest.

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BASES OF POWER
 Formal Power

a) Coercive Power
- Power that is based on fear.
- The person can make things difficult for people, and you
want to avoid getting him or her angry.

b) Reward Power
- The person is able to give special benefits or rewards to
people, and you find it advantageous to trade favors with him
or her.

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c) Legitimate Power
- The power a person receives as a result of his or her position in
the formal hierarchy of an organization.

d) Information Power
- power that comes from access to and control over information.

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 Personal Power
a) Expert Power
- Influence based on special skills or knowledge.

b) Referent Power
- You like the person and enjoy doing things for him or her.

c) Charismatic Power
- An extension of referent power stemming from an
individual’s personality and interpersonal style.

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SOCIAL INFLUENCE AND INDIVIDUAL
POWER
- Social influence refers to attempts to affect or change other
people.
- Power is the capacity or ability to change the beliefs,
attitudes, or behaviors of others.

 Individual Power
- Personal power is the ability to influence people and events.
- This form of power comes from individual characteristics
rather than formal authority.
- Personal power is more of an attitude or state of mind.

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POWER TACTICS
 Reason
- Use of facts and data to make a logical or rational
presentation of ideas.

 Friendliness
- The creation of goodwill, acting humble and being friendly
prior to make a request.

 Coalition
- Getting the support of other people in the organization to
back up the request.

 Bargaining 13
- Use of negotiation through the exchange of benefits or
favors.
 Assertiveness
- Use of direct and forceful approach such as demanding
compliance with the request, repeating reminders, ordering
individuals to do what is asked, and pointing out that rules
require compliance.

 Higher authority
- Gaining the support of higher levels in the organization to
back up request.

 Sanctions
- Use of organizationally derived rewards and punishments
such as preventing or promising a salary increase,
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threatening to give an unsatisfactory performance evaluation,
or withholding a promotion.
POLITICS
- Politics: Power in action
- Political behavior are those activities that are not required
as part of one’s formal role in the organization, but that
influence, or attempt to influence, the distribution of
advantages and disadvantages within the organization.

 Types of politics
- attacking and blaming
- controlling information
- forming groups
- cultivating networks
- creating obligations
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- managing impressions
FACTORS CONTRIBUTING TO
POLITICAL BEHAVIOR

- Individual factors (e.g., personality traits, needs)

- Organizational factors (e.g., when organizational resources
decline, resources change, low trust exists, high performance
pressures, and the opportunity of promotion exists = political
behavior is likely)

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ORGANIZATIONAL POLITICS

- Organizational politics is referred to the self-interest and

agenda of an individual in an organization without any
concern about its impact on the objective of the company to
achieve its goals.
- Organizational politics involves adopting either informal,
unofficial or behind-the-scene efforts in order to sell ideas,
influence an organization, increase power, or achieve other
targeted objectives.

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1. Resources
- Degree of politics, criticality and scarcity of resources in
organization are directly related. Politics surface when the
resources are declining and their existing pattern is changing.

2. Trust
- Low trust in organization results in higher political behavior.

3. High Performance pressure

- The individuals play politics when they are enforced with
high performance pressure.
- The politics playing in the organization becomes measure to
pressurize authority to withdraw control and lower the 18
performance target.
4. Technology and External Environment
- Complex technology and external environment lead to
high political behaviour.

5. Change
- Planned organization change or unplanned change brought
about by external environment forces will encourage political
behaviour.

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ORGANIZATIONAL CONFLICT
- Organizational Conflict also known as workplace conflict, is
the state of disagreement or misunderstanding, resulting
from the actual or perceived dissent of needs, beliefs,
resources and relationship between the members of the
organization.

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FACTORS INFLUENCING
ORGANIZATIONAL CONFLICT
 Unclear Responsibility: If there is lack of clarity,
regarding who is responsible for which section of a task or
project, conflict takes place.
 Interpersonal Relationship: Every person possesses
different personality
- Conflicts at the workplace, are often caused by interpersonal
issues between the members of the organization.
 Scarcity of Resources: Lack of resources like time, money,
materials etc. due to which members of the organization
compete with each other, leading to conflict between them.
 Conflict of Interest: When there is a disorientation
between the personal goals of the individual and the goals of
the organization.
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- conflict of interest arises, as the individual may fight for his
personal goals.
TYPES OF ORGANIZATIONAL CONFLICT

• Relationship Conflict: The conflict arising out of

interpersonal tension among employees, which is concerned
with the relationship, not the project at hand.

• Task Conflict: When there is a discord, among members

regarding nature of work to be performed is task conflict

• Process Conflict: Clashes among the team members due

to the difference in opinions, on how work should be
completed, is called process conflict.

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CONFLICT MANAGEMENT
- Conflict management is the process by which disputes are
resolved, where negative results are minimized and positive
results are prioritized.
- Conflict management avoids conflicts to a great extent and
thus also reduces the stress and tensions of the employees.

 Functional vs. Dysfunctional Conflict

Functional - supports the goals of the group and improves its
performance.
Dysfunctional - hinders group performance.

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 4 steps To resolve Conflict: CARE
- Communicate. Open communication is key in a dispute.
- Actively Listen. Listen to what the other person has to say,
without interrupting.
- Review Options. Talk over the options, looking for solutions
that benefit everyone.
- End with a Win-Win Solution.

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VIEW OF CONFLICT
 Traditional View
- The traditional view of conflicts has been around since late
nineteenth century.
- According to this view, the conflicts are always bad for an
organization.
- It always leads to failure and always has a negative impact
on the performance of an organization.
- According to the traditional view, a conflict must always be
avoided at all costs.
- The manager should try to reduce, suppress or eliminate it.

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 Human Relations view
- is also referred to as managed view.
- the human relations view acknowledges the existence of
conflict in an organization.
- According to this view, in an organization, conflict is
inevitable and natural.
. - A conflict has the potential to have a positive impact on the
performance of an organization.
- A conflict cannot be totally eradicated and there are times
when this conflict may even benefit an organization.
- The managers should accept the conflict and should try to
manage it effectively instead of suppressing or totally
eliminating it 26
 Interactionist View
- According to this view, a conflict is mandatory for an
organization’s better performance.
- a conflict helps an organization to cope with changes in a
better way.
- if there is no conflict in an organization, it may become
stagnant, lethargic and non-responsive to needs for change
and improvement.

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ORGANIZATIONAL CHANGE
- refers to the actions in which a company or business alters
a major component of its organization, such as its culture, the
underlying technologies or infrastructure it uses to operate,
or its internal processes.
- The three types of change are structural, technological, and
culture changes.
- Managers need to understand change as organizations
evolve and grow over time.
- One of the key responsibilities of management is to design
organizational structures that will allow an organization to
accomplish its primary objectives.

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WHAT CAUSES ORGANIZATIONAL
CHANGE?

 Many factors make organizational change necessary. Some

of the most common faced by managers include:
- New leadership at the company or within its departments.
- Shifts in the organizational team structure.
- The implementation of new technology.
- The adoption of new business models.

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4 TYPES OF ORGANIZATIONAL CHANGE

 Strategic transformational change

- All changes will affect some aspects of a company, but not
all changes are transformational.
- Minor modifications to existing tools or policies will
influence but not completely redefine a business.
- Big changes, on the other hand, transform companies.
- Whether that transformation is positive or disastrous
depends on the strategy used to make it.
- Eg: Updating your mission as you grow, Introducing new
technology,

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 People-centric organizational change
- While all changes affect people, people-centric types of
organizational change include instituting new parental leave
policies or bringing on new hires.
Eg: New hires, Changes to roles and responsibilities,
Employee training and development for new skills

 Structural change
- Structural changes involve major shifts in the management
hierarchy, team organization, and the responsibilities
attributed to different departments, employees, or teams.
- Eg: Mergers and acquisitions, The creation of new teams or
departments, Changes to the company organizational chart 31
 Remedial change
- Remedial changes are reactionary.
- This type of change occurs when a problem is identified,
and a solution needs to be implemented.
- As these changes are designed to address an issue; they call
for immediate action.
- Eg: Dealing with a loss of talent, Addressing customer
communication issues, Providing more training for new hires.

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STRESS
- Stress is the body's reaction to harmful situations whether
they’re real or perceived.
- When you feel threatened, a chemical reaction occurs in
your body that allows you to act in a way to prevent injury.
- During the stress response, your heart rate increases,
breathing quickens, muscles tighten, and blood
pressure rises.
- Stress means different things to different people.
- What causes stress in one person may be of little concern to
another.
- Some people are better able to handle stress than others.
And, not all stress is bad.
- In small doses, stress can help you accomplish tasks and 34
prevent you from getting hurt.
SYMPTOMS OF STRESS

 Emotional symptoms of stress include:

- Becoming easily agitated, frustrated, and moody
- Feeling overwhelmed, as if you are losing control or need to
take control
- Having a hard time relaxing and quieting your mind
- Feeling bad about yourself (low self-esteem), and feeling
lonely, worthless, and depressed
- Avoiding others

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 Physical symptoms of stress include:
- Low energy
- Headaches
- Upset stomach, including diarrhea, constipation,
and nausea
- Aches, pains, and tense muscles
- Chest pain and rapid heartbeat
- Insomnia
- Frequent colds and infections
- Loss of sexual desire and/or ability
- Nervousness and shaking, ringing in the ears, and cold or
sweaty hands and feet 36
- Dry mouth and a hard time swallowing
- Grinding teeth
 Cognitive symptoms of stress include:
- Constant worrying
- Forgetfulness and disorganization
- Inability to focus
- Poor judgment
- Being pessimistic or seeing only the negative side

 Behavioral symptoms of stress include:

- Changes in appetite - either not eating or eating too much
- Procrastinating and avoiding responsibilities
- More use of alcohol, drugs, or cigarettes
- Having more nervous behaviors, such as nail biting, 37
fidgeting, and pacing
STRESS MANAGEMENT
- stress is a very individual experience. One person can feel
extreme pressure and anxiety over a task.
- Stress is a dynamic condition.
- Stress is negative when it’s associated with constraints and
demands.
- Stress management is defined as the tools, strategies, or
techniques that reduce stress and reduce the negative
impacts stress has on your mental or physical well-being.
- A variety of techniques can be used to manage stress.
- These include mental, emotional, and behavioral strategies.

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 Sources of Stress
- Money
- Work
- Family responsibilities
- Health concerns

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STRESS MANAGEMENT TIPS
 Tip 1: Identify the sources of stress in your life
 Tip 2: Practice the 4 A’s of stress management
- The four A’s – Avoid, Alter, Adapt & Accept
- Avoid unnecessary stress
- Alter the situation
- Adapt to the stressor – look at big picture
- Accept the things you can’t change
 Tip 3: Get moving
 Tip 4: Connect to others
 Tip 5: Make time for fun and relaxation
 Tip 6: Manage your time better
 Tip 7: Maintain balance with a healthy lifestyle 41

 Tip 8: Learn to relieve stress in the moment

IDENTIFYING THE CONSEQUENCES OF
STRESS
- Mental health problems, such as depression, anxiety, and
personality disorders
- Cardiovascular disease, including heart disease, high blood
pressure, abnormal heart rhythms, heart attacks, and strokes
- Obesity and other eating disorders
- Menstrual problems
- Sexual dysfunction
- Skin and hair problems, permanent hair loss
- Gastrointestinal problems.

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INDIVIDUAL AND ORGANIZATIONAL
APPROACH IN MANAGING STRESS
 Individual Approaches:
- An employee can take personal responsibility for reducing
stress levels.
- Individual strategies that have proven effective include
implementing time-management techniques, increasing
physical exercise, relaxation training and expanding the
social support network.
- A few of the more well-known time management principles
are:
1) making daily lists of activities to be accomplished
2) prioritizing activities by importance and urgency
3) scheduling activities according to the priorities set
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 - Non-competitive physical exercises such as aerobics,
walking, jogging, swimming and riding a bicycle have long
been recommended by physicians as a way to deal with
excessive stress levels.
- Deep relaxation for 15 or 20 minutes a day releases tension
and provides a person with a pronounced sense of
peacefulness.

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 Organizational Approach:
- Strategies that management might want to consider
include improved personal section and job placement,
training use of realistic goal setting redesigning of jobs,
increased employee involvement improved organizational
communication, offering employee sabbaticals and
establishment of corporate wellness programs.
- Certain jobs are more stressful than others but, individuals
differ in their response to stressful situation.
- Selection and placement decisions should take these facts
into consideration.

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- management shouldn’t restrict hiring to only experienced
individuals with an internal locus, but such individuals may
adapt better to high stress jobs and perform those jobs more
effectively.
- Similarly, training can increase an individual’s self efficacy
and thus lessen job strain.

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