GROUP: 10GROUP MEMBERS

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NAME VIDYA AVHAD PRIYANKA MARU PRIYANKA PATEL VARSHA WAYDANDE NIRALI ZATAKIA AMARPREET KAUR SAGGU

ORGANIZATIONAL CULTURE

INTRODUCTIONOrganizational culture is an idea in the field of organizational studies and management which describes the psychology, attitudes, experiences, beliefs and values of an organization. It has been defined as "the specific collection of values and norms that are shared by people and groups in an organization and that control the way they interact with each other and with stakeholders outside the organization.

PROFILE OF ORGANIZATIONAL CULTURE

DEFINITION

Organizational Culture is a cognitive framework consisting of attitudes, values, behavioral

norms and expectations shared by organizational members.

7S MODEL FOR ORGANIZATIONAL

CULTURE

CHARACTERISTICS OF ORGANIZATIONAL CULTURE

CHARACTERISTICS OF ORGANIZATIONAL CULTURE.

• Innovation:Some organizations encourages its employees to be creative and generate new ideas. However there are other organizations that expect the employees to strictly go by

the rules laid down in the company’s manual.• Stability:Some organizations emphasize on maintaining the status quo. That is, they prefer to maintain a stable

and predictable work environment.

• People Orientation:It is the degree to which the management takes into consideration the effect a decision will have on its people

before a decision is made.• Results Orientation:It is the degree to which management focuses on results or

outcomes rather than the methods used to obtain the results.• Easygoing:In some organizations the work atmosphere is relaxed and laid back whereas in some organizations the work atmosphere is charged, aggressive and competitive

• Attention to Detail:It is the degree to which employees in the organization are expected to show precision, analysis

and attention to detail.• Team Orientation:It is the degree to which work activities are organized around teams rather than. For example, most software development companies emphasize team approach towards work.

IMPROVEMENT IN ORGANIZATIONAL

CULTURE

FUNCTIONS OF ORGANIZATIONAL CULTURE.

• Sense of identity:Organizational culture creates a sense of identity among the employees. Employees develop a feeling of being part of something special. They thus experience a sense of

belongingness to the organization.• Commitment to the organization's mission:A strong organizational culture motivates employees to think

beyond their narrow personal interests.• Appropriate standards of behavior:Organizational culture guides the words and deeds of the employees. It conveys to the employees what kinds of behavior are acceptable or unacceptable in the organization.

CREATING AN ORGANIZATIONAL CULTURE

CREATING ORGANIZATIONAL CULTURE.

• Company founders:The founders of an organization have a major impact on the organization’s early culture. The founders usually possess dynamic personalities, strong values and have a vision of what the organization should be.

• Organizational experience:An organization’s experience with the external environment plays a vital role in shaping its culture. As the organization tries to establish itself in the marketplace, it finds that some values and practices work better

than others.

• Internal interactions:

Interaction between groups of individuals within an organization is an important factor in the development of organizational culture.

Sri. Ammembal Subba Rao Pai (1852–1909) was a leading lawyer of Mangalore, India. He was the founder of Canara Bank, now one of India's leading banks, and Canara High School in Mangalore standards.

CANARA BANK

“SERVING TO GROWING,

GROWING TO SERVE”Founded as Canara Bank Hindu Permanent Fund in 1906, by late Sri. Ammembal Subba Rao Pai, a philanthropist, this small seed blossomed into a limited company as Canara Bank Ltd. in 1910 and became Canara Bank in 1969 after nationalization.

CREATING ORGANIZATIONAL CULTURE : COMPANY FOUNDERS

MAINTAINING ORGANIZATIONAL CULTURE.• Selection practices:The main goal of the selection process is to hire individuals who have

the knowledge, skills and abilities to perform the job successfully.• Actions of top management:What the top management of the organization says and does has a tremendous impact on the organization’s culture.• Socialization:

Socialization is a key process in adapting employees to the organization’s culture.

1) Pre arrival stage.

2) Encounter stage.

3) Metamorphosis stage.

ORGANIZATIONAL CULTURE IS INFLUENCED BY ACTIONS OF A

LEADER

TRANSMITTING ORGANIZATIONAL CULTURE.

• Stories:Stories that highlight an organization’s culture and introduce or reaffirm the organization’s values is a popular way of

transmitting the organization’s culture.• Symbols:Symbols are an important tool of communicating organizational culture. These symbols are often material objects but they convey meanings that go beyond its face value.

• Jargon:As organizations grow bigger and older they develop a unique language to describe their work. This language and the terms

used in it are often strange to a newcomer.

• Ceremonies and rituals:Ceremonies and rituals are celebrations of an organization’s basic values and assumptions. These ceremonies express and reinforce the key values of the organization, what goals and which people are most important.

• Statements of principle:A very direct way of communicating organizational culture is through statements of principle. This statement clearly conveys what the company believes in and stands for.

1) ICICI bank.

2) Birla Sun life.

3) General Insurance Corporation.

4) ICICI Prudential Life Insurance.

5) HDFC Bank.

Every Organization goes through 5 stages unless we do something about it.

BIRTH

GROWTH

MATURITY

SENILITY

DEATH

EFFECTS OF ORGANIZATIONAL CULTURE.• Organizational performance:There Have Been No Conclusive Findings With Regards To The Relationships Between Organizational And The Organization ‘s Performance.

• Length of employment:The Nature Of The Organization ‘s Culture Is One Of The Factors That Determine Whether Employees Will Stay On Job Or Not.

• Person-organization fit:When The Values Of The Individuals Match With The Organization Then The Person Is Fit For The Organization.

STRATEGIES FOR MANAGING CHANGE

CHANGING ORGANIZATIONAL CULTURE.

• Changes in the composition of the work-force:When The Values Of The Individuals Match With The Organization Then The Person Is Fit For The Organization.

• Mergers and acquisitions:Dramatic Changes Can Occur In Organizational Culture When One Organization Is Purchased Or Absorbed By Another.

• Planned organizational change:

Organizations sometimes make conscious

and deliberate decisions to change their structure and ways of working.

CHANGING ORGANIZATIONAL CULTURE

CONCLUSION Organizational Culture consists of an organization’s

shared values, symbols, behaviors, assumptions. However, culture does not exist simply as a societal phenomenon. Organizations, both large and small, adhere to a culture. Organizational culture determines how an organization operates and how its members frame events both inside and outside the organization. In order for one of the four cultures (Power, Role, Achievement, or Support) to be the “RIGHT” culture for an organization, it must be functional and allow the organization to meet its mission and goals.