organisational culture

Jayashree Sadri and Sorab Sadri

ORGANISATIONAL CULTURE

PROFESSOR JAYASHREE SADRI

And

DR SORAB SADRI


Basic Features Of Corporate Culture

A belief system shared by an organization's members.

Strong widely-shared core values. The way we do things around here. The collective programming of the mind. Collective understanding.


Culture and Values

Organizational culture is the set of values that keeps the organizations employees understand which actions are considered acceptable and which unacceptable. Often these values are communicated through stories and other symbolic means.


Culture As A Guide

Organizational culture is a frame work that guides day to day behavior and decision making for employees

and directs their actions towards completion of organizational goals. Culture is what gives birth to

and defines the organizational goals.


Visibility of Culture

Organizational culture is implicit rather than explicit. Some organizational culture are readily apparent while many others are less visible.


What you can see

Organizational culture can be compared to an iceberg. On the surface are the overt or open aspects- the formally expressed Organizational Goals,Technology, Structure, Policies and Procedures.


What you cannot see

Beneath the surface lies, the covert or hidden aspects- the informal aspects of organizational life. These include shared perceptions, attitudes and feelings as well as shared set of values about human nature, the nature of human relationships and what the organization can and will remember.


Cultural Complexity

Culture is a complex mixture of assumptions, behaviors and other ideas that fit together to define what it means to work in a particular organization.


Culture exists on three levels: Artifacts – are the things that “one sees, hears

and feels when one encounters a new group with an unfamiliar culture.

Espoused values – The reasons given by an organization for the way things are done or reasons they give for doing what they do.

Basic assumptions- Are beliefs that organization members take for granted.


Culture’s Prescriptions

Culture prescribes “the right way to do things” in an organization, often through unspoken assumptions.

Consequently informal groups become contingent to the success of a vibrant culture.


Impact of culture on working style

An organizational culture provides members with a sense of identity and enhance the commitment of these members to the organization's mission and clarify or reinforce a particular standard of behavior.

It is a cognitive framework consisting of values, attitude, expectations and norms, which are shared through out organization.


Person-Organization-Values Interface

It creates an optimal person-organization fit so that performance is enhanced at every level and the competitive edge is constantly improved.

The shared values have to be believed and lived not mouthed or the sake of convenience.


Permanence of Cultures

These values, moreover, are short lived unless they have been firmly rooted in ethics. If not, these values will be like a beautiful dandelion flower which the first gust of wind shall blow away. It has to be robust in this way.


What is value based Corporate Culture Michael Porter has thus defined culture:

the cumulative deposit of knowledge, experience, meanings, beliefs, values, attitudes, religions, concepts of life, the universe and the self universe relationships, hierarchies of status, role expectations, spatial relations, and the time concepts acquired by a large group of people in the course of generations through individual and group striving.


Value and Value Systems

One of the most significant of the concepts in Porter’s list is value. The nature of values and value systems are the key points along which organizations exist and operate.

It would be logical to assume that for any corporate body to survive, it has to be guided by values.


Value and Culture

Value based corporate culture can be defined as the manner in which the corporate body interacts within and with the external environment while keeping certain beliefs sacrosanct and inviolable.


Mantras For Value Based Cultures

We proffer three mantras, which will contribute to the building of a value-based culture.

This is the declaration of intent on the part of the organization.


The 3 Mantras

Commitment for building and nurturing trust relationships.

Incorporating transparency in the decision making process itself.

Delegating and empowering managers and holding them accountable.


Tantras For Value Based Cultures

To this we add three tantras, which will bring about desired results. The tantra is the practice of ritual of a metaphysical craft. It converts intent into action.

In the particular case under review the HR facilitator also has some tantras up his sleeve and these are :


The 3 Tantras Making rules for the benefit of man and not make

man behave to satisfy the stipulated rules. Setting up client friendly systems, which

harmonize pluralistic tendencies and bring about a goal cohesiveness.

Building quality into every aspect of the system so that effectiveness and efficiency combine to give the company a competitive edge.


Yantras For Value Based Culture

To these three tantras we add three yantras, which will assist the change process by providing an infrastructure as desired.

It provides the structural basis for action.


The 3 Yantras

The organizational structure and design that lends itself to trust and transparent relationships, free flow of authority and proportionate accountability.

The core competency of the organization which enables it to thrive on the cutting edge of global competition.

Clarity of vision, mission, goal and role at every stage of the organizational life cycle.


Mantra - Tantra - Yantra Linkages

The Mantras provide the foundation for a fruitful intervention.

The Tantras provide the mechanism by which the intervention will be fruitful and as desired.

The Yantras provide the infrastructure to successfully carry out the intervention.


Implementing The Linkage

The mantra, the yantra and the tantra act in a combined manner to produce a desired result.

Armed with these mantras, tantras and yantras the HR specialist can set forth to implement his/her value based interventions to change corporate culture for the better and convert core competency into competitive advantage.


FEATURES OF THE BUSINESS ENVIRONMENT We are living in a border less universe

wherein full transparency is assumed. The organization needs to thrive on the

cutting edge of competition. Creativity and innovation must be an ongoing

feature of the organization.


VALUE CENTRED CULTURE When managers or organizations in every case go

by “these are our basic beliefs and values” they are said to be value based.

When managers or organizations in every case go by “what value is added by the person, process of product” they are said to be value driven.

When managers and organizations are at once value based and value driven they are called VALUE CENTRED


THE NEW ROLE OF CORPORATE CULTURE

Through sustained OD intervention a corporate culture is created

wherein value is generated for every stakeholder: employee,

employer,consumer, supplier and civil society.


MAIN FEATUURE OF THIS NEW CULTURE

The new culture does not go about creating value per se nor does it automatically bring about innovation and creativity.

It merely creates an environment where trust transparency and teamwork combine to produce results which add value to every stakeholder.

Innovation and creativity blossoms in such an environment so that value addition is made possible with smoothness and ease.


SPECIFIC FEATURES OF THIS NEW CORPORATE CULTURE

PEOPLE Driven by trust and

teamwork. Are self motivated. Take individual

responsibility to deliver. Have a great sense of

belongingness.

SYSTEMS Technology driven but

people centered. Based on accurate and

dependable data and documentation (MIS).

Operating through a feedback systems to enable improvement (MCS).


THE NEW PYRAMID

Picture a pyramid with six sides, each symbolizing an organizational imperative. Each side is so defined as is the top of the pyramid or the pinnacle.

Side # 1. Good people managementSide # 2. Up dated systems and processesSide # 3. Continuous improvement through innovationSide # 4. Total quality managementSide # 5. Sound business values and ethicsSide # 6. Good corporate governancePinnacle. Organizational excellence


CORPORATE CULTURE CREATES AND SUSTAINS THIS PYRAMID

This pyramid is symbolic but not static. As each side of the pyramid develops, the height

of the pinnacle thereby increases. This implies that people management, systems &

procedures, continuous improvement, TQM, values & ethics and governance combine to produce excellence.

That the pinnacle rises shows that excellence is not a constant and it rises to meet competitive market forces and convert itself into business sustainability.


H R Interventions

To obtain such a corporate culture,organizations need a well planned, well monitored and well executed H.R. intervention.

Such an intervention must have the explicit and implicit support of top management.


What Do We Mean By HR Intervention?

Then term intervention refers to a set of sequenced planned actions or events intended to help an organization increase its effectiveness.

Interventions purposely disrupt status quo; they are deliberate attempt to change an organization and submit it to a different and more effective state.


Criteria For Successful Intervention

1. The extent to which an intervention is relevant to the organization and its members.

2. A reasonable knowledge of outcomes.

3. The extent to which the organizations capacity to manage change.

4. The will and determination to bring about change.

5. The ability to think creatively and cast away the fetish of accepted custom and tradition.


THE NEW MANAGERIAL CHALLENGE

CREATE A CULTURE THAT IS VALUE BASED AND VALUE DRIVEN. THAT BY BEING VALUE CENTERED IT WORKS FOR YOU RATHER THAN YOU HAVING TO WORK FOR IT.

THANK YOU

organisational culture

Business

sorab sadriimpact of

culture value

values organizational

sorab sadriwhat

sorab sadrivalue

sorab sadrithe

sorab sadrimantras

sorab sadritantras