Building Organizational Culture

Issues of Concern
Meaning of Organizational Culture Measuring Organizational Culture Building Organizational Culture

Do you really know your Organizations Culture ?

* What words would you use to describe your company? * Around here what is really important? * Around here who gets promoted? * Around here what behaviors get rewarded? * Around here who fits and who does not?

The Meaning & Content

No Universal Definition. Various Conceptual Frameworks. Dimensions of OC.

What is Organizational Culture? Organizational culture is a common phrase that one encounters in the business world. Organizational culture Organizational culture is not tangible. It can be best understood by studying the behavior, the attitudes, the values and belief system of the employees. It characterizes and colors our perception of the business entity. Any employee however efficient will be a misfit if he is unable to adapt himself to the work culture. Organizations are laying emphasis on culture since growth and success depends on the kind of culture prevalent in the company

Schein (1985)
a pattern of basic assumptions-invented, discovered or developed by a given group as it learns to cope with 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.

Pareek (1995)
a cumulative preference of some states of life over others (values), the predispositions concerning responses towards several significant issues and phenomena (attitudes), organized ways of filling time in relation to certain affairs (rituals), and ways of promoting desired behaviours and preventing undesirable ones (sanctions).

Vision Mission Goals & Objectives Strategies Structure Culture Behaviour Performance

Developing OC involves
* Developing a strong corporate identity * Development of important values * Building healthy traditions * Developing consistent management practices

Strong Corporate Identity

develops when employees have a sense of belonging, and feel proud of working with the organization, which develops as a result of interaction of employees with the organization. * Developing an attractive Induction Booklet * Films on success experiences in the organization * Company newsletters * Mobility of People

Developing important values

Values of excellence and human consideration develop only by demonstrating these values in action. * Surveys of Values and differences b/w espoused v/s practiced values * Special value orientation programmes * Examining the various systems operating in the organization * Special OD intervention in Cooperation and Collaboration

Building Healthy traditions & practices

Traditions are built in org. on the basis of important Functional rituals or celebrations * Induction programme for new entrant * Promotions as transition * Ritual associated with old age and retirement * Exceptional behaviour * Celebration of special individual & important organizational days

Types
* Autocratic or feudal culture is characterized by centralized power concentrated in a few persons, and observation of proper protocol in relation to the person/s in power. * Bureaucratic culture is characterized by primacy of procedures and rules, hierarchy and distant and impersonal relationship. * Technocratic culture emphasizes technical / professional standards and improvement. * Entrepreneurial culture in concerned about achievement of results and providing excellent services to the customers.

ACQUIRE
Basic new knowledge, facts, skills, process, concepts, values and beliefs etc..

TEST
Implications of concepts in new situations

EMBED
New knowledge through reflection and practice

INTEGRATE
New facts into existing concepts and generalization

Learning Culture Model

Building Culture involves

Recruitment and selection. Socialization. Performance Evaluation. Leadership. - Employee Motivation & Decision Making Compensation Packages. Grievance Handling. Conflicts & Differences handling. Discipline & Morale Career Planning and Development

Measuring Organizational Culture

Quantitative Methods Questionnaire & Survey Qualitative Methods Depth Interview Clinical Intervention Analyzing Visual Artifacts. Analyzing stories, rituals and myths. Participant Observation.

Constituents of OC
Determinants - Societal Culture - Shared learning from shared history - Leadership - Consistent Mgt. practices - Structural Stability Consequences - Performance - Behavior Dimensions -Visual Artifacts - Values - Rituals - Stories & Myths - Assumptions