ORGANIZATION AL BEHAVIOR ASSIGNMENT ON

ORGANIZATION CULTURE
Submitted to Prof. vivekanand

Submitted By; Mahesh guleria pallab misra Harshit maroo Nandini sinha Rini Mathew rishika

CONTENTS
1)

Introduction to organization culture

2) Positive organizational culture 3) Transmission of culture 4) Difference between organizational and institutional culture 5) Organization culture in GE 6) Organizational culture questionnaire

INTRODUCTION CULTURE

TO

ORGANIZATIONAL

Organizational culture is an idea in the field of Organizational studies and management which describes the psychology, attitudes, experiences, beliefs and values (personal and cultural values) of an organization. It has been defined as "the specific collection of values and norms that are shared by people and groups in an organization and that control the way they interact with each other and with stakeholders outside the organization." This definition continues to explain organizational values, also known as "beliefs and ideas about what kinds of goals members of an organization should pursue and ideas about the appropriate kinds or standards of behavior organizational members should use to achieve these goals. From organizational values develop organizational norms, guidelines, or expectations that prescribe appropriate kinds of behavior by employees in particular situations and control the behavior of organizational members towards one another.

Organizational culture is not the same as corporate culture. It is wider and deeper concepts, something that an organization 'is' rather than what it 'has'. Corporate culture is the total sum of the values, customs, traditions, and meanings that make a company unique. Corporate culture is often called "the character of an organization", since it embodies the vision of the companys founders. The values of a corporate culture influence the ethical standards within a corporation, as well as managerial behavior. Senior management may try to determine a corporate culture. They may wish to impose corporate values and standards of behavior that specifically reflect the objectives of the organization. In addition, there will also be an extant internal culture within the workforce. Work-groups within the organization have their own behavioral quirks and interactions which, to an extent, affect the whole system. Roger Harrison's four-culture typology, and adapted by Charles Handy, suggests that unlike organizational culture, corporate culture can be 'imported'. For example, computer technicians will have expertise, language and behaviors gained independently of the organization, but their presence can influence the culture of the organization as a whole.
.

THE IMPACT OF CULTURE Why is culture so important to an organization? Edgar Schein, an MIT Professor of Management and author of Organizational Culture and Leadership: A Dynamic View, suggests that an organization's culture develops to help it cope with its environment. Today, organizational leaders are confronted with many complex issues during their attempts to generate organizational achievement in VUCA environments. A leader's success will depend, to a great extent, upon understanding organizational culture. Schein contends that many of the problems confronting leaders can be traced to their inability to analyze and evaluate organizational cultures. Many leaders, when trying to implement new strategies or a strategic plan leading to a new vision, will discover that their strategies will fail if they are inconsistent with the organization's culture arise from failures to analyze an organization's existing culture. . A CEO, SES, political appointee, or flag officer who comes into

an organization prepared to "shake the place up" and institute sweeping changes, often experiences resistance to changes and failure. Difficulties with organizational transformations WHAT IS ORGANIZATIONAL CULTURE? There is no single definition for organizational culture. The topic has been studied from a variety of perspectives ranging from disciplines such as anthropology and sociology, to the applied disciplines of organizational behavior, management science, and organizational communication. Some of the definitions are listed below: A set of common understandings around which action is organized, finding expression in language whose nuances are peculiar to the group (Becker and Geer 1960). A set of understandings or meanings shared by a group of people that are largely tacit among members and are clearly relevant and distinctive to the particular group which are also passed on to new

CHARACTERISTICS OF ORGANIZATIONAL CULTURE

Primary

Characteristics

of

Organizational

Culture

As we can see, the unique 'behavior' of an organization can be attributed to the makeup of the values that it espouses - the organizational organization. These are very general characteristics that every organization would have to look into, otherwise the culture would seem incomplete. Although all these characteristics are at some level a part of every company, the importance and individual interpretation of each differs from business to business, thus making each business unique in its own way. There are 7 primary characteristics of organizational culture. They are listed below.
1.

culture.

Let

us

understand

the

primary

characteristics of organizational culture that help shape up the

Risk Innovation and Risk Taking: Places where you take a risk (calculated risk of course!), the chances of returns are

higher. Same goes for innovation. You could either be a follower or a pioneer. Pioneering has its share of risks, but at times it can also have a breakthrough outcome for the organization. Thus, innovation and risk taking is one of the main characteristics of organizational culture defining how much room the business allows for innovation.
2.

Attention to Detail: Attention to detail defines how much importance a company allots to precision and detail in the workplace. This is also a universal value as the degree of attention the employees are expected to give is crucial to the success of any business. The management defines the degree of attention to be given to details.

3.

Outcome Orientation: Some organizations pay more attention to results rather than processes. It is really the business model of each business that defines whether the focus should be on the outcome or the processes. This defines the outcome orientation of the business.

4.

People Orientation: This is still one of the most contentious issues in organizational culture today. How much should be the

management focus on the people? Some organizations are famous for being employee oriented as they focus more on creating a better work environment for its 'associates' to work in. Others still are feudal in nature, treating employees no better than work-machines.
5.

Team Orientation:

It is a well established fact today that

synergistic teams help give better results as compared to individual efforts. Each organization makes its efforts to create teams that will have complimentary skills and will effectively work together.
6.

Aggressiveness: Every organization also lays down the level of aggressiveness with which their employees work. Some businesses like Microsoft are known for their aggression and market dominating strategies. Stability: While some organizations believe that constant change and innovation is the key to their growth, others are more focused on making themselves and their operations stable. The managements of these organizations are looking at ensuring stability of the company rather than looking at indiscriminate growth.

7.

What

is

positive

organizational

culture?

A positive corporate culture will drive employee behavior in a way that makes the organization stand out. Phillips 66, WalMart, Southwest Airlines, eBay, Microsoft, and Bank of America, have developed unique corporate cultures that work exceptionally well. In these organizations, positive values drive positive attitudes, which in turn drive positive employee behaviors. Customers and employees want to be treated with respect and dignity. Good service, square dealing, and courteous treatment will make organizational life better for everyone. A corporation's culture should be direct and to the point. Good service to the customer, dealing fairly with customers and employees, and being courteous with all internal and external contacts must be a way of life. Identifying and improving corporate culture is not a complex or mystifying undertaking. Simply put, corporate culture is the

values, attitudes, and behaviors of employees working in an organization. Supervisors and managers set the tone in most aspects of organizational life. Progressive organizational leaders treat employees and customers fairly. They draw on the adage, "Treat others as you want them to treat you". In our fast-paced world, it is easy to lose track of the importance of human relations. Today, our human relations seems to rest on the wonders of E-mail, FAX, text messages, cell phones, blog sites, and the marvels of a Blackberry, Even though we have advanced in communications, our technology has hindered direct human interaction. Therefore, extra effort must be taken to understand others and appreciate the value of every employee and customer. Customer service fundamentals are essential to building a solid corporate culture. Customers are the lifeblood of any organization. There is no substitute for good customer service. Successful organizations will cultivate good customer service relations and customer loyalty. By building positive relationships with customers, organizations can reap the benefits

of repeat business. Customers want to deal with honest and hard working employees. If organizations will foster an environment of positive customer relations, repeat business will surely be the outcome. Professionals in real estate, insurance, and most retail establishments will attest to the value of repeat business. Remember, if you do not take care of your customer, someone else will. Be creative and find solutions to customer problems. For example, Valley Automotive in Rosemead California, a medium sized automotive repair business, will take you to work or home while your car is in the shop. Then, after the work is done on your vehicle, they will come back to your home or business, pick you up, and take you back to the shop to pick up your car. Being creative in resolving customer problems is good for business.

Eight Ways to generate a positive corporate culture : Make customer satisfaction a way of life. Do not play favorites. Treat everyone fairly. Make employee development a major objective. Allow employees to have a voice in major changes. Promote cooperation between organizational subunits. Base employee salary and promotions on performance. Set individual goals that are realistic for each employee. Always respect employees and take time to give encouragement.

Transmission of culture Culture is transmitted to employees in a number of ways; for example, through stories, rituals, material symbols and language. 1.Stories Stories typically contain a narrative of events about the organizations founders, rule breaking, rags-to-riches successes, reductions in the workforce, relocation of employees, reactions to past mistakes, and organizational coping. They anchor the present in the past and provide explanations and legitimacy for current practices: For the most part, these stories develop spontaneously. Some organizations actually try to manage this element of culture learning 2. Rituals Rituals are repetitive sequences of activities that express and reinforce the key values of the organization, what goals are most important, which people are important, and which are expendable.

3.

Material

Symbols

The material symbols convey to employees who is important, the degree of egalitarianism desired by top management, and the kinds 4. of behavior that are appropriate. Language

Many organizations and units use language as a way to identify members of a culture or subculture. By learning this language, members attest to their acceptance of the culture and help to preserve it. New employees are frequently overwhelmed with acronyms and jargon that,after six months on the job, have become fully part of their language.

DIFFERENCE ORGANIZATIONAL CULTURE AND

BETWEEN INSTITUTIONAL

An organization (or organisation see spelling differences) is a social arrangement which pursues collective goals, which controls its own performance, and which has a boundary separating it from its environment. The word itself is derived from the Greek word (organon) meaning tool. The term is used in both daily and scientific English in multiple ways. Organization: 1. (uncountable) The quality of being organized. This painting shows little organization at first glance, but little by little the structure becomes clear. 2. (countable) A group of people or other legal entities with an explicit purpose and written rules. In response to the crisis, the nations in the region formed an organization.

If you want to be part of this organization, you have to follow its rules. 3. (countable) A group of people consciously cooperating. Over time, the spontaneous movement had become an organization." "Institutions are structures and mechanisms of social order and cooperation governing the behavior of two or more individuals. Institutions are identified with a social purpose and permanence, transcending individual human lives and intentions, and with the making and enforcing of rules governing cooperative human behavior Institution 1. An established organisation, especially one dedicated to education, public service, culture or the care of the destitute, poor etc. 2. The building which houses such an organisation. 3. A custom or practice of a society or community - marriage for example.

(Informal) - A person long established with a certain place or position. 4. The act of instituting.

GE International
"As one of the worlds most diverse and best performing global enterprises - recognized repeatedly for leadership and innovation - they offer our employees an environment where what we imagine we can make happen, developing new technologies and services to grow our businesses. Why we choose GE GE and its employees are committed to being a good corporate citizen through high ethical standards, leadership in corporate governance, engagement. GE has a long and proud history of supporting the communities where its employees live and work. Working Environment Employees performance can only flourish in a sound work environment. That is why GE is committed to supporting its leadership culture through systems and policies that foster open communication, environmental compliance and community

maintain employee and partner privacy, and assure employee health and safety. Operating with Integrity The way they deliver results is as important as the results themselves. GE seeks to lead in workplace and marketplace integrity by respecting the human rights of everyone touched by our business, and by enforcing legal and financial compliance. Work and Life Balance Naturally, the passion that our people bring to their work extends to their own private worlds, and GE is committed to enabling a healthy balance between the two. GE encourages our people to meet their work commitments while balancing their own life responsibilities. To support this balance, flexible work arrangements are an integral part of the way we conduct business. The Company also offers many programs and resources to support employees including financial management, family counseling and more. Quality of work life GE assures complete support to all its employees on both professional and personal fronts. Apart from creating a friendly

and stimulating work environment, GE also extends support to its employees in their domestic lives. ORGANIZATIONAL CULTURE It is a system of shared meaning held by members that distinguishes the organization from other organizations, this system of shared meaning is, on closer examination is a set of key characteristics that the organization values. individual effort is much more important than group or collective efforts rebels are heroes (Jack Welch was an effective rebel against most of GE's official management practices throughout his career before he became CEO) going around the hierarchy is encouraged (this is the hidden purpose of work-out, not team-based participation and improvement) competition is king, internally and externally loyalty is determined by performance poor performers lose face publicly communications are direct and confrontational leadership comes from individuals, not groups or teams.

Organisational Culture Questionnaire

Focus on your organisation, department or group as you read questions 1 through 15. Then place a check in the appropriate column.
# Questions In my organisation, change is viewed as a challenge and an opportunity Organisational policies are reviewed annually to assess effectiveness. Rewards are given out to suit the preference of the recipients. Our HR department is creative in finding new ways to attract top talent among diverse groups. There is an openness to suggestions from people at all levels of the organisation. Our strategic plan is evaluated once a year and revised as needed "We've always done it that way" is a philosophy that describes my company's response to new ideas. When problems emerge, there is a willingness to fix them. Our products and services reflect the awareness of a diverse consumer base. Almost always Often Sometimes Almost Never

10

My boss values new ideas and implements them quickly. Performance evaluations in this organisation measure an employee's adaptation to change. Top executives in this company are innovative and approachable

11

12

13

We can and do make 'midcourse' corrections easily.

14

There is little variation in style of dress among employees. People at all levels of the organisation are continuously trying to build or rebuild a 'better mousetrap'.

15

How Open to Change Is Your Organisational Culture?

Write the scores from the question page into the numbered boxes below. Total the scores together and record in the total box. Analyse the performance according to the total score and the Answer Key below. Almost always 4 points Often 3 points Numbers 1-6, 8-13, and 15 Sometimes 2 points Almost never 1 point Almost always 1 point Often 2 points Numbers 7 and 14 Sometimes 3 points Almost never 4 points 1. 2. 3. 6. 7. 8. 11. 12. 13.

4. 5. Answer Key: 50 to 60: 40 to 49: 30 to 39: 15 to 29:

9. 10. TOTAL:

14. 15.

The culture of your organisation is open to change. You are able to react and adapt quickly, and are open to new ideas. Your organisation understands that change is a reality. In some ways you are open to it, but you have not fully embraced it, nor are you harnessing change to make it work for you. Your organisation understands the value of change, but you need to be more open to its reality and quicker in the implementation process. You need to make some significant changes to your organisational culture regarding peoples willingness to adapt, be flexible and open to new ideas