Syndicate Group 13

Anjali Jose

Ankit Anand

Parveen Saraswat

Salmantaj Patil

Nayonika Dutta

Dr Praveen Kumar

Ravi Verma

Rachna Singh

“It is the climate and practices that organizations develop around their handling of people, or the promoted values and statement of beliefs” – Schein (2004)

Functions of Organizational Culture

Gives a sense of identity to an

organization and serves as a control

mechanism for shaping

behavior

Helps generate commitment among

employees

Serves to clarify and reinforce

standards of behavior

• Observed behavioral regularities, as typified by common language, terminology, legends and rituals

• Norms, as reflected by things such as the amount of work to be done and the degree of cooperation between management and employees

• Dominant values that the organization advocates and expects participants to share, such as high product and service quality, low absenteeism, and high efficiency

• Organizational climate, or the overall atmosphere of the enterprise as reflected by the way that participants interact with each other, conduct themselves with customers, and feel about the way they are treated by higher-level management

Artifacts: symbols of culture in the physical

and social work environment

Values Espoused : what members of an organization say they value Enacted: reflected in the way individuals actually behave

Assumptions : deeply held beliefs that guide behavior and tell

members of an organization how to perceive and think about things

Visible, but often, not decipherable

Greater level of awareness

Taken for granted, Invisible,

Preconscious

Employee Mindspace

Dominant Culture

Counter Culture

Refers to organizational culture, themes shared most widely by organizational members

Often the Mission and Vision of a company/ government department try to give a direction to the dominant culture. Tag lines or symbols are used

E.g. Army – Culture of Command / Discipline, Restaurant – Culture of service without ego

Directly oppose the organization’s core values

Constructive conflict/ Destructive undercurrent

Progressive emerging values

Group Culture Development Culture

Hierarchical Culture Rational Culture

Flexibility

Control

Internal External

Personal Warm & Caring Loyalty & tradition Equity

Dynamic & Entrepreneurial Risk taker Innovation & Development Growth & Resource Acquisition Rewards Individuals

Formalized & Structured Rule Enforcement Rules & Policies Stability Rewards based on rank

Production oriented Pursuit of goals & objectives Tasks & Goal accomplishment Rewards based on achievement

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Organizational Structure &

Practices

• Reward systems

• Organizational design

Antecedents

• Founder’s values

• Industry & business environment

• National culture

• Senior leaders’ vision and behavior

Organizational Culture

•Observable artifacts • Espoused values

• Basic assumptions

Group & Social Processes

• Socialization and Mentoring

• Decision making

• Group dynamics

•Communication

• Influence & empowerment

• Leadership

Work attitudes

• Job satisfaction

• Motivation

Collective Attitudes &

Behavior

Organizational Outcomes

Effectiveness

• Innovation & stress

Objective Factors • Innovation & Risk

taking • Attention to detail • Outcome

orientation • Team Orientation • Aggressiveness • Stability

Build Organizational Culture

High

Low

Performance

Satisfaction

Strong Cultures are a Huge Asset They are characterized by goal alignment and sustained focus, anchored on a

benchmark They create a high level of motivation automatically because of shared values

by the members They provide control without the oppressive effects of bureaucratic orders

• On the joining day, a short 5 minute video resume of the new joinee is shown to all employees. Everyone in the organization/ work unit introduces himself to the new person during lunch hour.

• The employee is added instantly to an internal webpage which describes the various achievements of his team in the past (legend is created – Artifacts)

• All work and joining related formalities are done within 2 days. Efficiency in the HR functions as a critical part of OC is highlighted!

• No work is assigned till the employee says that he has settled and is ready to take projects!

Processes/ Norms Impact on the Employee

The initial experiences of a fresh recruit generate some standards, which help him relate to, evolve with and contribute to the organizational culture

The new recruit is made to feel important!

Culture of excellence is developed!

Efficiency is highlighted and expected

Ownership and commitment is inculcated

Organizational Culture of Israel’s Police Department

• Specialization

• No rigid hierarchical structure

• Structured working hours

• Intra-agency coordination

• Inputs & feedback through social interaction

To Public

Reduction in Congestion on

roads

Transformation of social culture

Public awareness platform e.g. for

cleanliness

To Employee

Pride for being a part of cultural transformation

Respect for values

Open door policy in hierarchy

Inputs given to maintain a strong Organizational Culture

Individual v/s Organization

Research suggests that incongruence between an individual’s values and the organization’s values can impact efficiency and attrition dramatically. Ways to find common ground is a challenge for the leader

Developing an incentive mechanism

Society v/s Organization

Societal/ National cultures interact with organizational cultures in multiple ways. Family commitments vs work commitments in Indian set ups?

The old and big tiger

Most government departments are big, change is incremental, sputtered and slow, often with intermittent setbacks