ORGANIZATIONAL CULTURE

TEAM 4 -
YOGESH TANDLE
JABEZ JOHN
VIKRAM K
AKSHITHA BIPIN
AAYUSH GOYAL
ANUGRAH SRIVASTAVA
SAYED WALI HAIDER
POSATUO POJJAR
DEV AGARWAL
HARSH RAJ
SHREY ARORA
THE TOPICS WE WILL BE DISCUSSING ARE

◼ Main focus: Organizational Culture

◼ How does culture evolve?(GD)
◼ Types of Organizational Culture.(Presentation)
◼ Hofstede's Cultural dimensions and how it affects the business?(GD)
WHAT DO WE UNDERSTAND BY CULTURE ?

◼ The word "culture" derives from a French term, which in turn derives from the Latin ”Colere," which means to
tend to the earth and grow, or cultivation and nurture.

◼ Culture is the characteristics and knowledge of a particular group of people, religion, cuisine, social
habits, music and arts.
ORGANIZATIONAL CULTURE

◼ Organizational culture is the personality of the organization. Culture is comprised of the assumptions, values,
norms of organization's members and their behaviors.

◼ You can tell the culture of an organization by looking at the arrangement of furniture, what members wear, and
how they behave with others etc.

◼ Organizational culture is the collection of values, expectations, and practices that guide and inform the actions of
all team members. Think of it as the collection of traits that make your company what it is.

◼ Organizational culture can be defined as “A system of shared meaning held by member that distinguish
the organization from other organizations.”
TYPES OF ORGANIZATIONAL CULTURE

◼ Every organization has its own mix of these four organizational culture types, with one culture typically
dominating. The larger the organization, the bigger the possibility that there may be more than one culture in the
organization. This may be beneficial to the organization, but it may also be disadvantageous or challenging when
attempting to have a cohesive culture in a regionally and globally dispersed organization
ADHOCRACY CULTURE

Organizations with an adhocracy culture are flexible and not inhibited by bureaucratic procedures and
policies. There is an emphasis on constant innovation and improvements, the pace is usually extremely
fast, and the status quo, though it may be working, will be challenged. However, when start-ups become
large tech giants like these organizations, an adhocratic culture will become less feasible throughout the
entire organization. There will be some functions or business units that will need more structure, and
moving slower may actually be better for the organization, for example, in the areas of ethics and
compliance. Therefore, the adhocracy culture may be relegated to specific units to ensure the
organization remains innovative and competitive in the market.
CLAN CULTURE

‘Clan’ is a group of close-knit and interrelated families or a group of people with a strong common
interest. Clan cultures are common in small or family-owned businesses that are not hierarchical in
nature. Employees are valued regardless of their level and environments are supportive. This culture
aims to work collaboratively in teams by making sure all employees feel like equals. They feel
comfortable providing honest and open feedback. Apart from teamwork, there may be a strong emphasis
on mentorship and apprenticeship as competencies and values are passed on from one generation to
another. There is usually high employee engagement in this culture, which makes for excellent customer
service. However, the downside to this type of culture is that it is difficult to maintain it as the
organization grows. Operations may lack focus and fluidity as the organization grows.
HIERARCHY CULTURE

It is defined by structure, established procedures, and levels of authority. Employees in this culture know precisely
where they fit in the chain of command Duties are clearly defined, and operations tend to be streamlined. This type
of company culture enables them to manage risk better, be stable and be operationally efficient. However, it may
hinder them from being innovative, agile, and responsive to sudden changes in their markets and industries. They
might lack the flexibility needed in today’s and future markets.
MARKET CULTURE

Market culture is all about profit margins and staying ahead of the competition. It is results-oriented with a strong
external focus to ensure customers are satisfied. Innovation is critical to the success of these organizations, so there
is a constant demand to be more creative and get new or improved products to the market before their
competitors. While this type of culture may secure the longevity of the business, employees often burn out from the
high expectations and constant demand to produce. There may also be less emphasis on the employee experience
or employee satisfaction.
OTHERS TYPES OF ORGANIZATIONAL CULTURES

◼ Purpose culture – Company leaders and employees share altruistic values of changing the world
and ensuring global resources are shared with those who live the margins.

◼ Learning organizational culture – Focuses on research, innovation, creativity, learning and

development.

◼ Enjoyment organizational culture – Having fun and a sense of humor is what defines this
culture.  
OTHERS TYPES OF ORGANIZATIONAL CULTURES

◼ Results organizational culture – Characterized by meeting targets, achieving goals, and is

performance-driven.

◼ Authority organizational culture – Is defined by strong leadership and confident employees. It is
a competitive working environment where employees strive to be the best in their field.

◼ Safety organizational culture – May be risk-averse where leaders thrive on fostering safety
through planning and taking calculated or little risk and doing what has worked in the past.
OTHERS TYPES OF ORGANIZATIONAL CULTURES

◼ Order organizational culture – Is usually defined by rules, procedures and where employees have
very defined roles.

◼ Caring organization culture – Will be characterized by an environment that cares for its
employees and where there may be strong engagement and loyalty
Thank You