Corporate Culture

By:- Jagdeep Singh Rool No:- 5718 Section:- C

Objectives
y Defining Corporate culture y Why understanding corporate culture y Where Is It Reflected y Types of Cultures y How is Corporate culture developed y Organizational Subcultures y Strengthening Organizational Culture y Change Management

Defining The Corporate Culture
y

The beliefs and values shared by people who work in an organisation How people behave with each other How people behave with customers/clients How people view their relationship with stakeholders People¶s responses to energy use, community involvement, absence, work ethic, etc. How the organisation behaves to its employees ± training, professional development, etc.

Schein¶s Definition:
Attribute of a stable social group with a history Shared experiences create a shared world view among group members Shared understanding of the role of individuals in the world Shared view has been in existence long enough to be taken for granted by group members ³Culture´ is learned as a result of group experience and may be identified in a group or organization with a history

Why we need to understand Corporate culture Organization: To match org. goals with the individual goals y To help employees give best out of them by understanding the need of the organization y Providing an environment of growth and innovation y To make the employees feel pride in the organizational system y .

Individuals: -To adapt the work environment -To adapt the dynamic nature of current organization -To excel in the operating system of the organization .

 Logo of the organisation  The image it presents to the outside world  Adaptability to change  Performance management system  Compliance with regulatory bodies . team based working. etc.Where Is It Reflected  Attitude and behaviour of the leadership  Attitude to the role of individuals in the workplace ± open plan offices.

Types of Cultures .

com(Build a position team & family spirit) .Regional offices. It is like an extended family. etc For eg: Zappos. Ex.y The Clan Culture A very friendly place to work where people share a lot of themselves. small organizations.

MNC`s etc.Corporate offices. Procedures govern what people do. . Ex.y The Hierarchy Culture A very formalized structured place to work.

Ex-Manufacturing and financial based firms .y The Adhocracy Culture A dynamic entrepreneurial. People stick their necks out and take risks. and creative place to work.

Marketing and project based firms. People are competitive and goaloriented. ex. .y The Market Culture A results oriented organization whose major concern is with getting the job done.

How is Corporate culture developed y The founders of an organization are the first source of its culture Schein described organizational leadership as ´culture managementµ y .

y Mission Statement ± summary of the beliefs of the organisation and where it is now and what is it doing to meet its vision. y .Approach towards cultural development Vision ± where the organisation wants to go in the future y Values ± are clear in everything you do. how you operate.

Cultural Web .

‡So that all the SOP`s (Standard Operating Procedures) reflect what the organisation wants its employees to feel and believe.PROCESSES y The process of aligning cultural goals with business is done by setting organisational standards. .

000 loan. Stories y Staff members talk about the founder starting the company with a $1.STORIES And SYMBOLS The past events and people talked about inside and outside the company. y The message is that we do things the cheapest way we can. . and perceives as great behavior. Who and what the company chooses to immortalize says a great deal about what it values..

Symbolsy SYMBOLS .

Is company-specific jargon or language used? How well known and usable by all is this? Are there any status symbols used? What image is associated with your organization. looking at this from the separate viewpoints of clients and staff? .

LOGOS .

y Is the structure flat or hierarchical? Formal or informal? Organic or mechanistic? y . and the unwritten lines of power and influence that indicate whose contributions are most valued.Organizational Structure This includes both the structure defined by the organization chart.

Functional Based Structure .

Matrix Type Organizational Structure .

Product Team Structure .

Global Geographic and Global Product Structures .

Rituals And Routines It is about making Mission and Values of the organization a part of Day to Day life of all the members of the organization. y Striving for quality y Importance of advertisement and promotion y Attracting customer loyalty y Value for Money .

quality systems.Control Systems y y y y y The ways that the organization is controlled.? . and rewards (including the way they are measured and distributed within the organization.) What process or procedure has the strongest controls? Weakest controls? Is the company generally loosely or tightly controlled? Do employees get rewarded for good work or penalized for poor work? What reports are issued to keep control of operations. finance. etc. These include financial systems...

Who has the real power in the organization? What do these people believe and champion within the organization? Who makes or influences decisions? How is this power used or abused? . a whole group of executives. operations. or even a department. The key is that these people have the greatest amount of influence on decisions. and strategic direction.Power Structures y y y y y The pockets of real power in the company. This may involve one or two key senior executives.

Strengthening Organizational Culture Founders and leaders Selection and socialization Strengthening Organizational Culture Culturally consistent rewards Managing the cultural network Stable workforce .

Typical Problems Related to Culture New technologies Inter group conflicts Communication breakdowns Training problems .

Aspects of an Good Organizational Culture       Guides decision making Provides identity for members Amplifies commitment Guides employee behavior Provides justification for actions Increases adaptability to change .

‡Shake up current subcultures through transfers. symbols.Changing Organizational Culture ‡Have top-management people become positive role models. ‡Replace unwritten norms with formal rules and regulations that are tightly enforced. . ‡Select. promote. ‡Create new stories. and/or terminations. ‡Redesign . job rotation. setting the tone through their behavior. and rituals to replace older. and support employees who espouse the new values. ‡Change the reward system as per new set of values.

Abhishek Industries TRIDENT Group Vision StatementInspired by Challenge . y we will add value to life y together prosper globally y .

for continuous growth and development . through teamwork.Valuesy Provide customer satisfaction. y based on honesty & integrity.

Mission Statement3 BHAGS.(Big Hairy Audacious Goals) y -To increase its turnover up to 15. y -To be most trusted brand by 2015 y Tridents Mission Symbol .000 crores y -To generate 15% Annual profit.

Honda.etc) -Focused GD`s -SGA`s(Small group activities) -LSIP`s .(Tata.Abhishek Industries TRIDENT Group Beginning of the development of Culturey y y y y -LSIP`s(Large scale interaction Prgrm`s) -Steering Committees.

. regional development through education and training. Business Excellence. tree saving. Dress Code.Outputs -Vision. PMS system. Trident Anthem. R&R activities etc -Identification of CSR activities like Asmita. (SAP and Lotus as) MIS systems.Value and Mission statements -Management Systems like TBS.

October y . April y Value Day. Trainings. Kaizen etc y Trident in its statements involves the statements like.Rituals and Routines Daily meetings.2nd. y ``Great place to perform`` y ``A Home away from Home`` y Vision Day.2nd.january y Mission Day-18nth. 5S.

Straighten Shine Standardize Sustain Sort y KaizenKAI-To modify or change y ZEN-Make good or better y Continues incremental improvement with low cost or no-cost.5S and Kaizen y 5Sy To always keep only necessary things on right place with cleanliness in right way. y .

There is a right or wrong fit for each individual person. books and many other resources available. asking questions and contemplating the overriding themes will provide some insight into a culture. the company's values. In order to fit and be successful. . beliefs and ethics must be compatible with the employee's. It is expected that after this study from various website.Conclusion y y y There is no right or wrong corporate culture.

THANK YOU .