manoj.ghadge_otpr.course [session 11]

7/23/2019 Manoj.ghadge_OTPR.course [Session 11]

1/17

Organizational Culture

Coordinator & Facilitator

Manoj M Ghadge


2/17

In this Session

What is culture and how it is reflected in

the organization ?

How culture is interpreted ?

Types of culture and organizational

design

2


3/17

What is CULTURE

Values, norms, guiding beliefs, and understanding that

is shared by members of an organization and

taught to new members as the correct way to

think.

the way we do things here is our culture; the way we

look at problems and respond to them is our culture.

3


4/17

What constitute the Culture ?

Values: customer centrality no guest should leave the hotel

unhappy

Norms: companies leadership right up to the CEO, will support

any employee decision that puts guest front and center.

Guiding beliefs and understanding :

- People from small towns still carry the traditional Indian values

- Employees can deal with guest without consulting a supervisor

4


5/17

Observable aspects of Culture

5


6/17


Rites and ceremonies

Elaborate and planned activities that make up a special event

conducted for the benefit of an audience

The Taj Business Excellence Awards ceremony

the rites of passage: transition of employees in a new social role the

managing directors club, the COOs club

the rites of integration: which creates common bonds and good feeling

among employees the training grounds for new recruits

6


7/17


Stories and myths- narratives about the organization shared

among employees.

Stories and myths give a reference point in the history of the

organization.

Mobilize employee emotions in favor of the organization

The patriotic root of the Taj Group of Hotels

7


8/17

SYMBOLS

Symbols: physical artifacts of the organization;

The artifact of the Hotel .

Symbol represents the deeper values of the organization.

Symbol represents the legends and stories of organization.

Symbols acts as a source of inspiration for the organization

8


9/17

Organizational structure : tells about the assumption and

values the organization hold about its people

Organic and Mechanistic

Recognition comes from immediate supervisor and not fromtop management.

Power relationship: which departments or people can

exercise the power?

Authority to take financial decision by a trainee Control System: how the organization control people; include

reward system

recognition as reward system

9


10/17

CULTURE & DESIGN

10


11/17

Adaptability Culture

Focus on external environment

Flexibility and change to meet the customer need

Promote entrepreneurial values, norms, and belief

11


12/17

THE MISSION CULTURE

Focused on serving specific customer without a need for rapid

change

Focus on a clear vision and achievement of organizational goal

Employee performance is measured against individual

performance

High level of competitiveness and profit orientation

Performance and Execution focused work culture HUL

12


13/17

THE CLAN CULTURE

Focus on involvement and participation of employees and on

rapidly changing expectation of environment

Focus on meeting the need of employee as a route to high

performance

Employee First, Customer Second - HCL Technologies

360 degree feedback

Service ticket

Recognition for added value

13


14/17

THE BUREAUCRATIC CULTURE

Has an internal focus and consistency orientation for a stable

environment

Following established policies and practices are ways of

achieving goal

NTPC

14


15/17

Culture Strength and Organizational

Subculture

Culture Strength degree of agreement among members of

an organization about the importance of specific values.

Subcultures- organizations may have several subculture

HUL the culture of a marketing team and research team may

not be the same.

15


16/17

THE NATIONAL CULTURE

16


17/17

THANK YOU!

17

manoj.ghadge_otpr.course [session 11]

Documents