ORGANISATIONAL

CULTURE AND ITS
CHARACTERISTICS

MADE BY : ABHIJIT CHATTERJEE (04)

                      SIDDHARTH NAIR (34)
                       VED PATEL (56)
                      CHINTAN PETHANI (59)
                       ASHISH BHALALA (03)
 TOPICS
1. INTRODUCTION
2. DEFINATION
3. CHARACTERISTICS
INTRODUCTION
 Organizational culture includes an organization’s expectations, experiences, philosophy, as

well as the values that guide member behavior, and is expressed in member self-image, inner
workings, interactions with the outside world, and future expectations. Culture is based on
shared attitudes, beliefs, customs, and written and unwritten rules that have been developed
over time and are considered valid.

 Culture also includes the organization’s vision, values, norms, systems, symbols, language,

assumptions, beliefs, and habits.

 DEFINITION
 John W. Newstrom : “Organisational culture is the set of assumptions,
beliefs, values, and norms that are shared by an organization’s member.
CHARACTERISTICS OF
ORGANIZATIONAL CULTURE
 There are mainly 12 characteristics of organizational culture which are as follows:

1. Created or Adopted
2. Distinctive
3. Stable
4. Implicit
5. Symbolic
6. No one type is best
7. Integrated
8. Acceptable
9. Reflection of top management
10. Subcultures
11. Variable strengths
12. Organisation culture and climate
CREATED OR ADOPTED
 Organisational culture is a man-made system that reflects overall response of organisation to

its environment. Organisational culture might have been created by the founders or has been
adopted from other leading corporate houses.

 The founders of organisation have major impact on organisational culture. Hence they can be

considered as the creator of culture and here we can say that organisation culture is created by
the founders of the organisation and its key position holders.
DISTINCTIVE
 Each culture tends to be distinct/definite compared to other cultures.

 Each culture has its own history, values, beliefs, customs, patterns of communication, systems

and procedures, mission and statement and vision and stories and myths.

 Thus, we can say that each culture is completely different from other keeping in mind the

above aspects.
STABLE
 Organisational cultures are relatively stable in nature. Changes take place slowly over time.

 For example, a company whose culture places a high value of stability is rule oriented,

predictable, and bureaucratic in nature.

 These type of companies typically provide consistent and predictable levels of output and

operate best in non changing market condition.

IMPLICIT
 Organisation culture tends to be implicit rather than explicit.

 Implicit is something that is implied, not expressed directly but still understood because its
suggested by the choice of words, the tone of voice.

 Explicit is something that is stated directly and fully, with no room left for implication.
SYMBOLIC
 It contains a symbolic representation of underlying values, customs, and beliefs.

 It is expressed in forms of stories, slogans, key artifact, ceremonies, etc.

 It is also based on top management’s philosophy and actions.

 A symbolic approach is commonly used to motivate employees. For example, an employee of

the month may not receive any additional pay or perks outside of the recognition but the
reward builds a competitive and more motivated company culture.
NO ONE TYPE IS BEST
 Organisation culture depends on organisation’s goals, nature of business, type of competition,
and other factors in its environment.
 INTEGRATED
 All elements of culture are integrated. They jointly represent an organisation’s culture.

 Organizational integration is achieved when organizational goals are aligned between the external and internal
influences. Organizational alignment promotes collaboration and teamwork across all areas of work internally
within the organization.

 EXAMPLE : The Apple Model

 Apple was the first company to reach a trillion-dollar evaluation, showcasing its dominance in the electronics
industry. Apple is also one of the most significant integration examples because the company has controlled the
manufacturing and distribution of its products from the time it was founded. Apple not only sells computers,
iPhones and iPads, but it also designs the software that powers these products. Rather than outsourcing its
software development, Apple relies on its own designers to invent software that is perfectly compatible with the
company’s brand. The challenge with the Apple model, however, is that hardware manufacturing and software
development require a different set of skills. Hiring employees that aren’t highly skilled and inventive can create
problems, something that isn’t an issue with Apple.
ACCEPTABLE
 Employees can learn organisational culture.

 Most members at least must accept it, if not embrace.

 All members try to assimilate to the present organisational culture.

REFLECTION OF TOP
MANAGEMENT
 It reflects the top management’s philosophy, approach, reaction pattern, and formal
provisions.

 Managers directly influence corporate culture through leadership, communication and

delegation. They can strengthen your business culture by ensuring that their actions and words
adhere to the values and vision of the organization.

 Top management is the people who hold the resources, authority and decision-making power
of an organization and are the ones who control what changes occur within the organization.
 SUBCULTURES
 Within a broad culture, there are many subcultures.

 Subcultures are developed as per needs of department, branches, subsidiaries, locations, etc.

 Subcultures form when a group of people within the organization have a common set of values or
experiences that differ from the dominating culture, in a way that suits their group's values and
obligations.
 VARIABLE STRENGTHS
 It may be strong or weak depending on employee behaviour and how strongly it is held.

 A strong and healthy organizational culture can provide increased communication levels between
management, employees, and customers. A cultural shift within the organization to 'one voice, one
message' ensures that employees understand the company's mission and vision.


ORGANISATION CULTURE
AND CLIMATE
 Organisational culture is a part of a broad organisational climate.

 Organizational culture refers to the shared behavioral expectations and norms in a work
environment. This is the collective view of “the way work is done.” Organizational climate
represents staff perceptions of the impact of the work environment on the individual.