UNDERSTANDING

ORGANISATIONAL
CULTURE
ORGANISATIONAL BEHAVIOR

PRESENTATION BY-
GARIMA, SPARSH, GURLEEN – HOFSTEDE
MODEL
PANKHURI, MILIND, TUSHAR –
HANDY/HARRISON MODEL
ORGANIZATIONAL • Organizational culture is the
CULTURE collection of values, expectations,
and practices that guide and inform
the actions of all team members.
Think of it as the collection of traits
that make your company what it is.
• A great culture exemplifies positive
traits that lead to improved
performance, while a dysfunctional
company culture brings out
qualities that can hinder even the
most successful organizations.
HOFSTEDE MODEL

Introduction
• Prof. Geert Hofstede (2 October 1928- 12 February
2020) conducted one of the most comprehensive
studies of how values in the workplace influenced by
culture.
• He analysed a large database of employee's value
scores collected within IBM b/w 1967 and 1973.
• The data covered more than 70 countries ,from which
Hofstede first used the 40 countries with the largest
groups of respondents and afterwards extended the
analysis to 50 countries and 3 regions
 1. Masculinity V/S Feminity
DIMENSIONS 2. Long Term Orientation VS Short Term
Orientation
OF 3. Power Distance Index (Power distribution)
HOFSTEDE 4. Individualism V/S Collectivism
MODEL 5. Indulgence VS Restraint
6. Uncertainty Avoidance
1. Masculinity V/S Feminity
∙ The masculinity side of this dimension represents a
preference in society for achievements , heroism,
assertiveness , material rewards for success.
∙ The femineity stands for a preference for
cooperation , modesty, care for the weak and
quality of life.
2. Long Term Orientation VS Short Term
Orientation
∙ Societies who score low on this dimension are
short term orientation while the societies who
score high on other hand are long term oriented.
3. Power Distance Index (Power distribution)
∙ This dimensions express the degree to which the less
powerful members of a society accept and except the
power is distributed unequally
∙ If the people in societies exhibiting a large degree of
power distribution then they believe in complete
hierarchy and everybody has a place which needs no
further justification.
∙ Where in on the other hand if there is low power
distribution , people strive to equalise the distribution of
power.
4. Individualism V/S Collectivism
• The high side of this dimension is called individualism
where the bottom of this dimension is called collectivism
  
5. Indulgence VS Restraint
• Indulgence stands for a society that allows relatively free
gratification of basic and natural human derives related
to enjoying life and having fun.
∙ Restraint stands for a society that suppresses
gratification of needs and regulates it by means of strict
social norms.
6. Uncertainty Avoidance
∙ UA dimension express the degree to which the members
of a society feel uncomfortable with certainty and
ambiguity.
∙ Where one side people wants to change the future
∙ And another Where people let things just happen.
• UAI = strong = Want to change
• UAI = weak = Do not want to change
CHARLES HANDY
AND
ROGER HARRISON

Introduction
• American scientists Charles Handy and Roger
Harrison researched this age-old question in the
early seventies of the last century.
Professor of occupational psychology Roger
Harrison and philosopher and expert on
organisational behaviour Charles Handy designed
a model which sets out four basic organisational
types. The model is known as the ‘Handy and
Harrison Model of Organisational Culture’.
 1. POWER [Autocratic]
∙ Control radiates from the centre.
BOSS ∙ Concentrates power among few.
∙ Few rules and little bureaucracy.
∙ Swift decisions are possible
2. ROLE [Autocratic or paternalistic]
∙ People have clearly delegated authorities
within a highly defined structure.
∙ Hierarchical bureaucracy.
∙ Power derives from a person’s positions.
• Little scope exists for expert power
3. TASK [Paternalistic - democratic]
∙ Teams are formed to solve particular problems.
∙ Power derives from expertise as long as a team
requires expertise. No single power source.
∙ Matrix organisation.
∙ Team may develop their own objectives. (a
risk)
4. PERSON [Democratic]
∙ People believe in themselves to be superior to
the business.
∙ Business full of people with similar training,
background and expertise.
∙ Common in firms of professional – Eg.
accountants and lawyers.
∙ Power lies in each group of individuals.
SOURCES
https://www.youtube.com/watch?v=kRIc0W48qYY&t=339s

https://www.youtube.com/watch?v=MfL_0ko4T3o

https://www.youtube.com/watch?v=Fwa1tkH7LEI

https://www.managementstudyguide.com/charles-handy-model.htm
THANK YOU
HAVE A NICE DAY.
JMD