Organizational Culture: - A Common Perception Held by The Organization'S Members: A System of Shared Meaning
Organizational Culture: - A Common Perception Held by The Organization'S Members: A System of Shared Meaning
Organizational Culture: - A Common Perception Held by The Organization'S Members: A System of Shared Meaning
They set out to create a company that would attract like minded techies They shunned the rigid hierarchy of companies in favour of an egalitarian, decentralized system that came to be known as the HP way The essence of the idea was that employees brain power was the most Important resource.
Starting in 1941 they granted big bonuses to all employees when the Company improved its productivity.That evolved into one of the first All company profit sharing plans. HPs offices were unusual to encourage free flow of ideas, employees worked in open cubicles.Even supply closets were to be kept open.
When Hewlett saw a lock on a closet he left a note: HP trusts its emlpoyees.
HPs policies were progressive, there was nothing coddling about either man. Packard was a fearsome paragon of corporate integrity famous for flying to distant branches to make a show of firing managers Who skirted ethical lines. Niether man would hesitate to kill a business if it wasnt hitting its profit goals. HP as a result grew nearly 20% a year for 50 years without a loss
INSTITUTIONALIZATION
WHEN AN ORGANIZATION TAKES ON A LIFE OF ITS OWN,APART FROM ANY OF ITS MEMBERS AND ACQUIRES IMMORTALITY. Eg., COKE,DISNEY,TIMEX,TATAS,GODREJ, NESTLE,DABUR,
CORE VALUES:
The primary or dominant values that are accepted throughout the organization. What members in the organization say they value.
ESPOUSED VALUES:
DOMINANT CULTURE:
Expresses the core values that are shared by a majority of the organizations members. Minicultures within an organization,typically defined by department designations and geographical separation. A culture in which the core values are intensely held and widely shared
SUB CULTURES:
STRONG CULTURE:
ARTIFACTS
VALUES NORMS
ORGANIZATIONAL CULTURE
SOCIAL- SYSTEM STABILITY Rewards and positive, reinforcement,change &stability, Attract talent, lower turnover rates.
ARTIFACTS:
SYMBOLS OF CULTURE IN THE PHYSICAL AND SOCIAL WORK ENVIRONMENT. Personal enactment ceremonies and rites stories V Rituals A symbols L Personal enactment: U behavior that reflects ORGN VALUES E behavior of ORGANIZATION MEMBERS S behavior of top managers lends insight into these values. modeled behavior is a powerful learning tool.
Rites of passage :-
Rites of enhancement:-reinforce the achievement of individuals or groups eg., certificates,sales contest winners Rites of renewal: emphasize change in the organization and commitment to learning and growth. Eg high ranking official kicking off training programs. unite diverse groups or teams within the orgn and renew commitment to the organization.
Rites of integration:
Rites of conflict reduction:focus on dealing with conflict reduction seg., grievance redressal,exit interviews
Rites of degradation: used to visibly punish persons who fail to adhere to values and norms.
STORIES: Stories about the boss: reflect whether or not the boss is human or how the boss reacts to mistakes.
Stories about how the company deals with employees who have To relocate.
Stories about whether lower level employees can rise to the top. Stories about how the company deals with crisis situations Stories about how status considerations work when rules are broken
RITUALS: THE WAY WE DO THINGS AROUND HERE Everyday organization practices that are repeated over and over Usually unwritten but send a clear message. SYMBOLS: ARE UNSPOKEN MESSAGES
MATERIAL SYMBOLS:
LANGUAGE :
Chauffeur driven limousines, elegance of furnishings, corporate jets,executive perks, dress attire. At disney employees are cast members, customers are guests rides are attractions, law enforcement personnel are security hosts, uniforms are costumes, people are not working they are onstage
ACRONYMS IN AD BUSINESS MMB: Monday morning blues Require it yesterday:Deadline is critical TDS: Third day sweets Aps: Advertising positioning strategy
ASSUMPTIONS:
Deeply held beliefs that guide behavior and tell members of an organization how to perceive and think about things
Relationship to environment
Nature of reality,time and space Nature of human nature and human activity
LEADERS ROLE IN SHAPING AND REINFORCING CULTURE *WHAT LEADERS PAY ATTENTION TO: What do leaders notice, comment on, measure,and control eg., standardization of Mc Donalds burgers. *HOW LEADERS REACT TO CRISIS : Emotions are heightened and learning is intense during a crisis-HP way, Costco, *HOW LEADERS BEHAVE: Role modeling,teaching coaching, leaders reinforce the values: be it customer responsiveness, entrepreneurship *HOW LEADERS ALLOCATE REWARDS: Pay for performance,Length of service,individual or Team performance. *HOW LEADERS HIRE AND FIRE INDIVIDUALS: On what basis are employees selected and how and on what basis are they fired.
SOCIALIZATION PROCESS PREARRIVAL Period of learning in the socialization Process that occurs before an employee Joins the orgn ALSO CALLED ANTICIPATORY SOCIALIZATION ENCOUNTER METAMORPHOSIS a new employee may employee adjusts confront the reality that to his or her expectations and reality groups values may diverge and norms
OUTCOMES---- PRODUCTIVITY,COMMITMENT,TURNOVER
SELECTION CRITERIA
ORGANIZATIONAL CULTURE
SOCIALIZATION
ORGANIZATIONAL CULTURE AND PERFORMANCE FIT PERSPECTIVE ARGUES THAT A CULTURE IS GOOD ONLY IF IT FITS THE INDUSTRY OR FIRMS STRATEGY. SO 3 THINGS AFFECT CULTURE: THE COMPETITIVE ENVIRONMENT CUSTOMER REQUIREMENTS SOCIETAL EXPECTATIONS ADAPTIVE CULTURE AN ORGANIZATIONAL CULTURE THAT ENCOURAGES CONFIDENCE AND RISK TAKING AMONG EMPLOYEES HAS LEADERSHIP THAT PRODUCES CHANGE,AND FOCUSES ON THE CHANGING NEEDS OF CUSTOMERS.
HIRING AND SOCIALIZING MEMBERS WHO FIT IN WITH THE NEW CULTURE 4 CULTURAL COMMUNICATION
CULTURE