Group-10

Submitted by:

Muntasir Mamun chowdhury 1010471030MD.Shah Ahsan 1010762030

Iffat Hossain 1010081030

Presentation

On

Chapter-17

Organizational Culture

Of

Robi Axiata Limited

Introduction

• A system of shared meaning held by members that

distinguishes the organization from other

organization.

• Organizational culture is generally accepted to be a holistic and multidimensional concept that is historically determined and socially constructed.

Categories of Organizational Culture

Normative Culture: 1. perceived to portray a high standard of business ethics.

2.norms and procedures of the organization are predefined.

2. rules and regulations are set as per the existing guidelines.

Pragmatic Culture: 1. more emphasis is placed on the clients and the external parties.

2. Customer satisfaction is the main motive of the employees.

3. Every employee strives hard to satisfy his clients .

Academy Culture: 1. organization provides an environment for the development.

2. employees are highly skilled.

3. follow this culture by hiring skilled individuals.

Baseball team Culture: 1. considers the employees as the most treasured possession.

2. the employees are 'free agents', and are highly prized.

3. considerable amount of risk attached to this culture

Categories of Organizational Culture

Club culture:1. individuals are hired as per their specialization, educational

qualification and interests.

2. very particular about the employees.

Process Culture: 1. The employees abide by the rules and regulations.

2. work according to the ideologies of the workplace.

3. All government organizations follow such a culture.

Fortress Culture: 1. employees are not very sure about their career and

longevity.

2. organization undergoes massive changes.

3. Stock broking industries follow such a culture.

Elements of Organizational Culture:

Core Beliefs: Foundation of all organizational cultures.

2. Set of beliefs makes the organization successful and unsuccessful.

3. Developed over time and through experience.

Values: 1. have strong positive and negative emotions associate with them.

2. positive emotions are expressed as values.

3. holds a promise of success

Fears: 1.Every core belief has an associated fear.

Normative Behaviors: Values and fears form the boundaries of normative behaviors.

Infrastructure:1. Institutionalized in the organization's infrastructure.

2. Establishes roles, rules and structure to support the Core Beliefs.

Organizational culture and strategic management

Culture has long been on the agenda of management theorists. Culture change

must mean changing the corporate ethos, the images and values that inform action

and this new way of understanding organizational life must be brought into the

management process. There are a number of central aspects of culture:

• There is an evaluative element involving social expectations and standards;

the values and beliefs that people hold central and that bind organizational groups.

• Culture is also a set of more material elements or artifacts. These are the signs and symbols that the organization is recognized by but they are also the events, behaviors and people that embody culture.

• The medium of culture is social interaction, the web of communications that constitute a community. Here a shared language is particularly important in expressing and signifying a distinctive organizational culture.

Culture and the management of change

If real change is to occur in organizations rather than cosmetic or short – lived

change, it has to happen at the cultural level. Corporate culture has many

powerful attractions as a lever for change. The problem is how to get a hand

on the lever.

• Firstly, cultures can be explicitly created –we have to be aware of what it takes to change an existing culture.

• Culture is frequently counterpoised to formal rationality .

• Culture helps to resolve the dilemma of bureaucracy.

• The ability of companies to be culturally innovative is related to leadership and top management must be responsible for building strong cultures.

• Leaders construct the social reality of the organization, they shape values and attend to the drama and vision of the organization.

• formal procedures are necessary for business integrity but they also stifle autonomy and innovation.

Functions of Organizational Culture

• Cooperation - by providing shared values, culture may enhance goodwill and mutual trust, encouraging cooperation

• Decision Making - shared beliefs gives members a consistent set of basic assumptions which may lead to a more efficient decision-making process due to fewer disagreements

• Perception - what an individual sees is conditioned by what others sharing the same experience say they are seeing

Continued

• Communication - culture reduces communication problems in two ways: 1. no need to communicate in matters for which shared assumption already exist (things go without saying) 2. shared assumptions provide guidelines and cues to help interpret messages that are received

• Commitment - strong cultures foster strong identification which causes commitment

• Justification of behavior - culture helps organization members make sense of their behavior by providing justification for it.

Problems of Organizational Culture

• communication problems

• ego clashes

• inter-group conflicts

Prospects of Organizational Culture

• Competitive edge from innovation and customer service

• Consistent, efficient employee performance

• Team cohesiveness

• High employee morale

• Strong company alignment towards goal achievement

•Launched Brand Aktel Nov 97

•Re-Branded as Mar 10

•Network reach by population 96%

•Human capital 1700

•Organization transformation

•Employee engagement level 74%

Robi Axiata Limited

Logo and visual language

Robi brings the first gleam of light that shows us the day, a symbol of harvest that brings smile on the faces of farmers

We aim to develop an emotional link with the culture and roots of this nation

What Organizational Culture means at Robi

A set of shared beliefs, truths, assumptions, and values that operate the organization

• How things are done around here• Reflects underlying assumptions about the way work is

performed here • What is acceptable and not acceptable here • What behaviour and actions are encouraged or discouraged

Purpose and values

• We are there for you, where you want and in the way you want, in order to help you develop, grow and make the most of your lives through our services.

Empowering You

• Passionate, Creative, Respectful, and OpenEmotional

• Simple, Ethical, Transparent, OwnershipFunctional

Organizational pride

Ambition towards being

the best

Constant review of

profits and costs

Qualityleadership

Obvious teamwork and

communication

Characteristics of Robi’s Organizational Culture

Continued

Employee relationships

Client and customer relations

Cutting edge thinking

developmentalprograms

Honesty and safety

What Robi do to promote Organizational Culture

Robi Believes in Open Communication culture

Organize events to promote culture

Robi Believes in Open Communication culture

QBU Meet the CEO

CXO’s Online Chat

CXO’s Blog

Organize events to promote culture

Organize annual family day Organize programs for the family members of Robi

employee

Conclusion

In organization life, organizational culture is important parcel and part of it. Organizational culture includes habits, values and traditions on how things used to be done and how it’s going to be done in future, through this organization working method and identity can be symbolized. It is naturally born inside the organization, but outside factor can influenced it very much. It is unavoidable to deal organization culture, and administration knowledge is dominant value in formative the performance and strength of organization all together, particularly for appropriate actions and its appropriate decision

Thank You...

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