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Organization Behaviour

7th March 2011

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Culture

It is helpful....to think of culture as analogous to music:

(a) If another person hasnt heard a particular piece of

music, it is impossible to describe.

(b) Before the days of written scores, people had to learninformally by imitation.

(c) People were able to exploit the potential of music onlywhen they started writing musical scores.

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Culture What is

Shared system of meanings

Relative

Perceptions of reality variable

Nothing intrinsically superior/inferior

Learned

About groups

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Uniqueness in Mental Programming

Personality

Culture

Human Nature

Specific to

Individual

Universal

LearnedSpecific

to Groups

Inherited

and learned

Biological

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What Culture is not

Right or Wrong

Inherited

About individual behaviour

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Layers of Cultural Programming

Corporateculture

NationalCulture

Professionalculture

Practices

Basicassumptions

Religious

values

Professionalethics

Corporatepractices

Values

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Classification of National Cultures

Pioneering work of Geert Hofestede

50 Countries

4 dimensions represent broad tendency toprefer certain stakes of affairs over others

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Dimensions proposed by Hofestede:

1. Power Distance2. Uncertainty Avoidance

3. Individualism/Collectivism

4. Masculinity/Feminity

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1. POWER DISTANCE:

Inequality as irreducible Conditioned to accept Boss has more

power

Opinions/decisions are right

Superiors/Subordinates unequal

Hierarchy based on existential inequality

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Business Areas Affected by Power Distance

Low Power Distance High Power Distance

Less centralization Greater centralization

Flatter organization pyramids Steep organizationpyramids

Managers seen as makingdecisions after consulting with

subordinates

Managers seen as makingdecisions autocratically and

paternalistically

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Business Areas Affected by Power Distance

Low Power Distance High Power DistanceClose supervision negativelyevaluated by subordinates

Close supervision positivelyevaluated by subordinates

Managers like to seethemselves as practical andsystematic, they admit a needfor support

Managers like to seethemselves as benevolentdecision-makers

Higher educated employeeshold much less authoritarianvalues than lower educatedones

Higher and lower educatedemployees hold similarvalues about authority

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2. UNCERTAINTY AVOIDANCE

Lack of tolerance for ambiguity and rules

Life-time employment high uncertaintyavoidance cultures

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Business Areas Affected by UncertaintyAvoidance

Low Uncertainty Avoidance High uncertainty Avoidance

Live by the day Worry about the future

Less emotional resistance to

change

More emotional resistance to

change

Less hesitation to change Tendency to stay with same

Other criteria than seniority Seniority

More risk taking Less risk taking

Hope of success Fear of failure

Conflict is natural Conflict is undesirable

Delegation to subordinates Initiative kept under control

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Intersection of Power Distance &Uncertainty Avoidance

Denmark

India

GuatemalaJapan

UncertaintyAvoidance

PowerDistance

10 45 60 110

0

56

50

112

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3. INDIVIDUALISM/COLLECTIVISM

Concern for I than WE

Individual characteristics take precedenceover group membership

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Business Areas Affected by Individualism

Low Individualism High Individualism

Involvement primary moral Involvement primarilycalculative

Employees expectorganizations to look afterthem life family

Organizations not expected tolook after employees

Organization influence

members well-being

Organization has moderate

influence

Employees expectorganization to defend theirinterests

Employees expected todefend their own interests

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Business Areas Affected by Individualism

Low Individualism High Individualism

Promotion based on seniority Promotion based on marketvalue

Emphasis on belonging toorganization

Emphasis on individualinitiative

Private life invaded byorganizations

Everyone has a right to aprivate life

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Classification of Natural Cultures

4. MASCULINITY/FEMINITY

Extent of assertiveness vs. friendlyatmosphere/getting along withboss/nurturance

Definition of gender roles

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Business Areas Affected by Masculinity

Low Masculinity High Masculinity

Less occupational segregation bygender

Some occupations are typicallymale, others female

Belief in equality of the sexes Belief in inequality of the sexes

Some young men and womenwant careers, others do not

Young men expect to make acareer, those who do not seethemselves as failures

More women in more qualified,better-paid jobs

Fewer women in more qualified,better-paid jobs

Lower job stress Higher job stress

Less industrial conflict More industrial conflict

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Organization Culture and its Levels

Came into prominence during 1970s

Search for keys to survival in competitiveenvironment

In search of excellence during early 1980s.

Indications that cultures were real & could bemanaged.

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Pattern of basic assumptions that are

considered valid and are taught to newmembers as the way to perceive, thinkand feel in the organization.

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Artifacts

Personal enactment

Ceremonies and rites

Stories

Rituals

Symbols

Values

Testable in the physical environment

Testable only by social consensus

Basic AssumptionsRelationship to environment

Nature of reality, time and space

Nature of human nature

Nature of human activity

Nature of human relationships

Visible but often not decipherable

Greater level of Awareness

Taken for grantedInvisiblePreconscious

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Organization culture and its Levels

ARTIFACTS Symbols in physical and social environment

Personal Enactment Behaviour that reflects values

Ceremonies Important activities enacted on important

occasions; rewarding/recognizing employees

Rites Rites of passage; Rites of enhancement; rites ofrenewal; Rites of integration, Rites of conflict reduction; Ritesof degradation

Stories Stories about boss; Getting fired; Employeerelocation; Lower level employees can rise to top; Crisissituations; Status considerations when rules are broken

Rituals

Symbols Represent organizational identity

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Values:

Deeper level of culture, belief about whatshould be or should not be.

Often consciously articulated

Difference between espoused and enacted

values

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Assumptions:

Deeply held beliefs that guide behaviour

As deepest and fundamental essence ofculture

Often unconscious

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Functions of Organization Culture

Serves 4 basic functions:

Provides sense of identity and increasescommitment

Is sense making device

Reinforces values

Serves as a control mechanism for shapingbehaviour

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Effects of Organization Culture

3 perspectives on relationship betweenorganization culture and performance

Strong Culture perspective

Facilitates performance for 3 reasons: goal alignment, high

motivation & control without oppression.

What if strong culture takes the organization down the wrongpath?

The fit perspective

Good only if it fits the strategyStudy in USA showed cultures consistent with industry help

managers take decisions.

Doesnt explain how firms can adapt to environmental

change.

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Effects of Organization Culture

The Adaptation perspective

Cultures that help organizations adapt toenvironmental changes are associated withexcellent performance

Kotters study results were striking

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Summarization of Kotters Study

Adaptive Organizational

Culture

Non-adaptive

Organizational Culture

Core

ValuesManagers care deeplyabout customers,stockholders, andemployees. They also

strongly value people andprocesses that can createuseful change.

Managers care mainlyabout themselves, theirimmediate work group.They value the orderly and

risk reducing managementprocess.

Common

behaviour

Managers pay close

attention to all theirconstituencies, especiallycustomers, and initiatechange when needed,even if that entails takingsome risks.

Managers tend to behave

somewhat insularly,politically, andbureaucratically.

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Leaders Role in Shaping Culture

5 elements in shaping Culture

What leaders pay attention to

How leaders react to crisis

How leaders behave

How leaders allocate rewards

How leaders hire and fire individuals

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Career Planning &Development

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How Do We Define CAREER

CAREER

External Career

Criteria

Defines progression of steps through anoccupation

Internal Career

Criteria

Steps/stages that make up self concept ofprogression through an occupation

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Career Management

How the external career as defined by theorganization matchesthe internal career

as defined by the employee.

C & Lif T iti

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Career & Life TransitionsAge Stages Career

TaskPsychological Issues

Career Life Career Life

15-22 Pre-careerExploration

Adolescence Right Career/Education

Discovering needs/interests and abilities

Self identityIndependence- support

22-30 Early careerTrial

Young-adulthoodtransition

Variable Job

Adjusting towork

Overcoming insecurity/inexperience

Work with others

Balance needs with others

Making commitment- Lifestyle, values, child rearing

30-38 Early career

establishment

Young

Adulthood

Area of

competenceIndependentcontributor

Prof/organizational

CommitmentFeelings of failure

Demands of adulthood

38-45 Mid careertransition

Mid-LifeTransition

Reassessingtalents

Mentoringothers

Leveling off

Resolving work-lifeconflicts

Changes in life

Ambivalence towardschildren

45-55 Middle careergrowth

MiddleAdulthood

Taking moreresponsibility

Competition of young

Wisdom knowledgebalance

Deeper relationship withspouse

Loss-children leave home

55-62 Late careerMaintenance &Disengagement

LateAdulthood

Decisionabout future ofbusiness

Selectingleaders

Loss of power

New sources ofsatisfaction

Sense of worth

Developing new hobbies

Awareness of death

Come to terms with lifes

choices

Integrated HRD Model

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Integrated HRD Model(Conceptual Framework & System Linkages)

Business Plansand Strategies

PositionProfiling Training

NeedsIdentification

PotentialAssessment(Assessment

Centre)

Multi-Rater Appraisal

CareerPlanning &

Development

CompetencyMapping

IntegratedPerformanceManagement

System

KRAs

Measures ofPerformance

Drivers of SuperiorPerformance

HRPlanning

Succession Planning

Talent Review

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Career Management The GenericMatching Process

1. Both the employee and organization gain more insightinto:

The characteristic of external career The nature of work and organizational expectations

The characteristics of the internal career

2. Organization must develop mechanisms for identifyingmismatch.

3. Organization must develop mechanisms for dealingwith mismatch Encourage change in the external career Encourage change in the internal career Seek new integrations, compromises and mutual change

Career Planning and Development

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Career Planning and DevelopmentCareer Paths Typology

Exit

TIME

Entry

EXPERIENCEBroad/General

Management

Functional

Specialization

SeniorManagement

LEVEL

MiddleManagement

JuniorManagement

I N D U C T I O N

Operations FinanceLogisticsMarketingMaintenance HR R&D

CareerPath

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Career Anchor

Self Concept Insight from experience

Real Occupational experience Talents, Motives, Values

Talents, Motives, Values are interwined As people mature seek congruence

Early years in organization crucial

Painful, full of surprises

With experience people make choices Dominant interests emerge

Basis for rational career choices

Maturity

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Career Anchor

Technical/Functional Competence Talent/motivation for certain kind of work

Turns them on Expertise

Strong sense of identity

Life long specialization

Important challenging work

Autonomy in execution

May conflict with general management

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Career Anchor

General Management Competence

Multi functional perspective

Specialization as trap

Key motives leadership. Contribute to business

Need a mixture of talents

Analytical competence

Interpersonal & intergroup competence

Emotional competence

Prefer integrative work, challenging opportunities

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Career Anchor

Autonomy/Independence

Cant be bound by rules/procedures

Overriding need:

Own thing

Own speed

Own standards

Organizational life

Intrusive

Restrictive

Prefer independent careers

Gravitate towards autonomous professions

C

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Career Anchor

Security/Stability

Organize their career around Safety

Security

Seek predictability

Prefer organization provide job tenure

Satisfaction from identifying with organization

Welcome golden handcuffs

Exchange tenure with organizationaldirection/control

Seek stable , predictable work

Concerned about job context than content

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Entrepreneurial Creativity

Overriding Need

Create new business

Create new products

Not necessarily creative people

Urge to create new businesses

Money a measure of success

Evidence through education/early career stages

Must constantly create, otherwise lose interest

May be difficult to hold back

Career Anchor

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Service/Dedication to Cause

Values embody their work

Oriented to values than talent

Career decisions based

On need to improve world

Serving humanity

Prefer work that

Permits them to influence organizations

Policies

Career Anchor

C A h

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Pure Challenge

Perception can conquer anything

Success as

Overcoming impossible obstacles

Solving unsolvable problems

Winning over tough opponents

Seek tougher challenges

For some, challenge in interpersonal/competitiveterms

Challenge supremely important

Pay system/promotion subordinate

Can become irritable

May gravitate towards GM anchor

Managing them complex

Career Anchor

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Lifestyle

Somewhat of a contradiction

Careers less important

But growing number of people

Seek meaningful careers

Career integrate with lifestyle

This anchor

Seeks flexibility

Will work if options available

Organizational attitude reflecting respect for nonworking roles/renegotiate psychological contract

Many implications for external career path

Career Anchor

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Are There Other Career Anchors?

Research indicates most people fit 8 Anchors.

However, scope for further investigations

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Can a Person Have More than OneAnchor

Some career situations allow for fulfillment ofmultiple talents.

However, people must eventually choose.

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Do Anchors Change?

Weight of evidence is on the side of stability.

Managing Ones Career Equation to

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Managing Ones Career Equation toSuccess

Career Success=IQ + EQ + NQ

IQ Pretty much a fixed capability

EQ Some control over EQ

NQ Greatest potential for exponentialchange Quantity

Relationships

Diversity

Quality

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Thank You

7th march'11

Documents