ORGANIZATION CULTURE

• ORGANIZATION CULTURE
• ODC/ORGANIZATION BEHAVIOUR
• DR. SHASHI AGGARWAL
• ORGANIZATION CULTURE
• ORGANIZATION CULTURE IS A SYSTEM OF SHARED ASSUMPTIONS,BELIEFS AND VALUES WHICH GOVERN HOW PEOPLE BEHAVE IN THE ORGANIZATION
• THESE SHARED VALUES HAVE A STRONG INFLUENCE ON THE PEOPLE WORKING IN THE ORGANIZATION
• EVERY ORGANIZATION DEVELOPS AND MAINTAINS A UNIQUE CULTURE ,WHICH PROVIDES GUIDELINES AND BOUNDARIES FOR THE BEHAVIOR OF THE PEOPLE WORKING IN THE ORGANIZATION.
• MEANING

1. TURNSTALL,” A GENERAL CONSTELLATION OF BELIEFS,MORALS,VALUE SYSTEMS,BEHAVIOURAL NORMS AND WAY OF DOING BUSINESS THAT ARE UNIQUE TO EACH CORPORATION.
2. ORGANISATION CULTURE CAN BE DEFINED AS A PERVASIVE UNDERLYING SET OF BELIEFS,VALUES,SHARED FEELING AND PERCEPTION WHICH INFLUENCE THE ACTIONS AND DECISIONS TAKEN BY THE ORGANISATION.
3. ORGANISATION CULTURE IS SET OF THE BELIEFS,NORMS AND BEHAVIOUR THAT IS SHARED BY THE EMPLOYEES.

• CHARACTERISTICS
• CAMPBELL AND OTHERS HAVE IDENTIFIED FOLLOWING FEATURES :

1. INDIVIDUAL AUTONOMY : THE DEGREE OF RESPONSIBILITY AND FREEDOM AND OPPORTUNITIES FOR EXERCISING INITIATIVES
2. STRUCTURES : RULES AND REGULATIONS AND AMOUNT OF DIRECT SUPERVISION THAT IS USED TO OVERSEE AND CONTROL THE BEHAVIOUR OF THE EMPLOYEE
3. SUPPORT  : THE DEGREE OF ASSISTANCE AND WARMTH PROVIDED BY MANAGERS TO THEIR SUBORDINATES
4. IDENTITY : THE DEGREE TO WHICH THE MEMBERS IDENTIFY WITH THE ORGANIZATION AS A WHOLE RATHER THAN WITH PARTICULAR GROUP
5. CHARACTERISTICS
6. PERFORMANCE –REWARD :- THE DEGREE TO WHICH REWARD SYSTEM IN THE ORGANIZATION ( SALARY INCREASE,PROMOTION ETC)
7. CONFLICT TOLERANCE :- THE DEGREE OF CONFLICT PRESENT IN RELATIONSHIP BETWEEN PEERS AND WORK GROUPS AS WELL THE WILLINGNESS TO BE HONEST AND OPEN ABOUT DIFFERENCES.
8. RISK TOLERANCE : THE DEGREE TO WHICH THE EMPLOYEES ARE ENCOURAGED TO BE INNOVATIVE AND RISK TAKING.

• TYPES OF CULTURE
• DOMINANT CULTURE:- CORE VALUES THAT ARE SHARED BY A MAJORITY OF THE ORGANIZATIONAL MEMBERS.
• MACRO VIEW OF ORGANIZATION’S PERSONALITY
• SUB CULTURE:- SET OF VALUES THAT ARE SHARED BY THE MEMBERS OF A DIVISION OR DEPARTMENT.
• SUBCULTURE TYPICALLY ARE A RESULT OF PROBLEMS OR EXPERIENCES THAT ARE SHARED BY MEMBERS OF A PARTICULAR DEPARTMENT OR UNIT. VERTICALLY OR HORIZONTALLY

• STRONG CULTURE:- A STRONG CULTURE IS CHARACTERIZED BY THE ORGANIZATION’S CORE VALUES BEING INTENSELY HELD AND WIDELY SHARED.THE DEGREE OF SHARED DEPENDS ON TWO FACTORS THAT IS ORIENTATION AND REWARDS.
• WEAK CULTURE:- WHEN CORE VALUES ARE NOT SHARED WITH HIGH DEGREE OF INTENSITY.

• FUNCTIONS OF CULTURE

1. CULTURE PROVIDES UNDERSTANDING ABOUT THE VALUES OR BELIEF HELD BY THE ORGANIZATION.
2. ALSO PROVIDES SHARED PATTERNS OF FEELING TO ORGANIZATIONAL MEMBERS TO MAKE THEM KNOW WHAT THEY ARE EXPECTED TO VALUE AND FEEL.
3. PROVIDES BOUNDARY
4. FACILITATES THE GENERATION OF COMMITMENT
5. ENHANCES SOCIAL STABILITY
6. SERVES AS A CONTROL MECHANISM

• IMPACT OF CULTURE ON MODERN ORGANIZATION
• ACCORDING TO KEITH DAVIS THE FOLLOWING VALUES AFFECT THE ORGANIZATION :

1. FREEDOM :-BASIC CULTURAL VALUES THAT AFFECTS WORK IN MODERN ORGANIZATION. FREEDOM HERE REFERS TO FREEDOM FROM AUTHORITY AND  FREEDOM TO DO AS ONE FEELS LIKE OF COURSE SUBJECT TO THE CONSTRAINS
2. EQUALITY :THIS VALUE STATES THAT ALL PEOPLE ARE EQUAL,EQUAL RIGHTS. HOWEVER THIS VALUE GIVES DUE RECOGNITION TO DIFFERENT MENTAL,EMOTIONAL AND SOCIAL DIFFERENCES AND HENCE DIFFERENT REWARD
3. IMPACT OF CULTURE ON MODERN ORGANIZATION
4. SECURITY : PEOPLE SEEK SECURITY OF JOBS AND PERSONAL LIFE, SOME SORT OF MENTAL TENSIONS PREVAILS IN THE MINDS OF AN EMPLOYEE AS LONG AS HE FEELS INSECURE.
5. OPPORTUNITY :- ANOTHER VALUE THAT EFFECTS PEOPLE IN THE ORGANIZATION IS THE OPPORTUNITY

• CREATING,SUSTAINING AND CHANGING A CULTURE
• CREATING CULTURE:-
• ULTIMATE SOURCE IS ITS FOUNDERS. START THE ORGANISATION WITH A VISION AND THAT IS IMPOSED ON ALL ORGANISATIONAL MEMBERS.
• MEMBERS IMBIBE THE VISION THROUGH INTERACTION AND EXPERIENCE.
• PROCESS OUTLINED BY LUTHANS:-
• A SINGLE PERSON HAS AN IDEA OR VISION OF THE ENTERPRISE
• THE FOUNDER BRINGS IN SOME PEOPLE AND CREATES A CORE GROUP THAT SHARES A COMMON VISION WITH THE FOUNDER
• BEGINS TO ACT TO CREATE ORGANISATION BY RAISING FUNDS,OBTAINING PATENTS AND INCORPORATING,LOCATING SPACE AND BUILDING SO ON
• SUSTAINING CULTURE
• DIAGRAM
• 
• SUSTAINING A CULTURE
• 

• SOCIALISATION : IS A PROCESS OF ADAPTION BY WHICH EMPLOYEES ARE ABLE TO UNDERSTAND THE BASIC VALUES AND NORMS  AND CUSTOMS FOR BECOMING THE ACCEPTED MEMBERS OF THE ORGANIZATION AND ASSUMING ORGANIZATIONAL ROLE.
• SOCIALIZATION PERFORMS TWO FUNCTIONS :

1. CREATES UNIFORM BEHAVIOR
2. REDUCES ROLE AMBIGUITY

·         THE PROCESS OF SOCIALISATION BY MAANEN AND SCHEIN

1. PRE ARRIVAL
2. ENCOUNTER
3. METAMORPHOSIS

• SUSTAINING A CULTURE

1. PRE ARRIVAL : DENOTES THE PERIOD OF LEARNING IN THE SOCIALISATION PROCESS THAT OCCURS BEFORE A NEW WORKERS JOINS THE ORGANIZATION. THE NEW WORKERS HAS A SET OF VALUES,BELIEFS,ATTITUDES AND EXPECTATIONS.SELECTION OF THOSE PEOPLE WHO MIGHT BE ABLE TO FIT INTO THE ORGANIZATION CULTURE
2. ENCOUNTER :ON JOINING THE ORGANIZATION HE COMES TO KNOW WHAT THE ORGANIZATION IS REALLY. INDUCTION PROCESS IS QUIET HELPFUL IN THIS REGARD
3. TRANSFORMATION :-HE ADJUST TO HIS WORK GROUPS’S VALUES AND NORMS AND BECOMES COMFORTABLE WITH ORGANIZATION AND IF THE EMPLOYEE IS NOT ABLE ADAPT,THE RESULT WILL BE LOW PRODUCTIVITY,LACK OF COMMITMENT AND EVEN THE LEAVING THE ORGANIZATION.

• SOCIALISATION PROCESS

• CHANGING A CULTURE

1. CHANGES IN THE ENVIRONMENT
2. HIGH COMPETITIVE ENVIRONMENT
3. DRAMATIC CRISIS
4. CHANGE IN LEADERSHIP