NMIMS Global Access School for Continuing

Education (NGA-SCE)
ASSIGNMENT Applicable for June 2023
Course: Organisation Culture

Answer – 1:

ORGANIZATIONAL CULTURE

Organizational culture is generally understood as all of a company's beliefs, values and attitudes,
and how these influence the behaviour of its employees. Culture affects how people experience
an organization—that is, what it's like for a customer to buy from a company or a supplier to work
with it.

Every organisation has a unique personality, just like individuals. This unique personality of an
organisation is the culture. Organisational culture is either built and maintained by founders to
grow their organisation in a particular direction or develops over time from the interactions of
people working in the organisation. Organisational culture is essential for developing the traits
necessary for success. It defines how individuals behave and function when working together.
The main goal of companies is to foster a productive, healthy and positive culture.

The employees are the major assets of an organization and contribute effectively in its successful
functioning. It is essential for the employees to be loyal towards their organization and strive hard
in furthering its brand image. An organization can’t survive if the employees are not at all serious
about it and treat their work as a burden. The employees must enjoy whatever they do for them
to deliver their level best.

Organisational culture is a system of values, shared beliefs, practices and attitudes that govern
every employee's action. It is a company's personality and the collection of traits that define a
company's foundational values.
 Every organisation has a unique culture and encompasses both written and unwritten rules
developed over time. It is the culture that gives a company a sense of direction.

Organization A

In organization A, the employees are not at all disciplined and are least bothered about the rules
and regulations. They reach their office at their own sweet time and spend their maximum time
gossiping and loitering around.

Organization B

This organization follows employee friendly policies and it is mandatory for all to adhere to them.
It is important for the employees to reach their workplace on time and no one is allowed to
unnecessarily roam around or spread rumours
.
Which organization do you feel would perform better?
Obviously, organization B

The employees follow a certain culture in organization B making it more successful than
organization A.

No two organizations can have the same culture. The values or policies of a non-profit
organization would be different from that of a profit-making entity or employees working in a
restaurant would follow a different culture as compared to those associated with education
industry or a manufacturing industry.

Broadly there are two types of organization culture:

 Strong Organization Culture: Strong organizational culture refers to a situation where the
employees adjust well, respect the organization’s policies and adhere to the guidelines. In such
a culture people enjoy working and take every assignment as a new learning and try to gain
as much as they can. They accept their roles and responsibilities willingly.

 Weak Organization Culture: In such a culture individuals accept their responsibilities out of
fear of superiors and harsh policies. The employees in such a situation do things out of
compulsion. They just treat their organization as a mere source of earning money and never
get attached to it.
 IMPORTANCE OF ORGANISATION CULTURE

A strong and positive culture appeals to the top talent and helps companies recruit the best
individuals. Learning more about the culture helps you understand whether the company shares
the same core values as you or not. It is the culture that governs a healthy working environment
and motivates you to perform to your best potential. Here are a few significant reasons why
learning about organisational culture is important when seeking a new job:

 Ensures effective onboarding:

Companies with strong culture give preference to effective onboarding for training new
employees. From workplace training and orientation to performance management, onboarding
helps new employees excel at work. It also helps employees understand the company's core
values.

 Creates a healthy team environment:

Communicating the core values helps organise the workflows and motivates team members to
work together.

 Recognises top performers:

Everyone loves working in a healthy environment. Employees leave companies where they
feel their talent does not receive recognition and their efforts go unappreciated.

 Increases productivity:

Culture governs a company's structure and brings together team members with similar skill
sets. When such people work together, they are more likely to overcome the difficulties of
complex projects. This increases workplace productivity and performance.

 Decreases attrition:

When culture aligns with core values and mission statements, employees are less likely to
resign. Employees who feel valued, recognised and respected will put in their best efforts.
EDGAR SCHEIN MODEL OF ORGANIZATION CULTURE

The Schein Model of Organizational Culture, developed by Edgar Schein, is a widely

recognized framework for understanding and analyzing organizational culture. According to
Schein, organizational culture is comprised of three levels that influence behavior and define
the values, beliefs, and assumptions within an organization.

Schein's model of organizational culture is based on a belief that culture develops over time
as employees use basic assumptions to solve internal and external problems. These
assumptions, if proven to be effective, are then passed on to new employees. Edgar Schein is
a renowned professor at the MIT School of Management who has studied extensively in the
field of organisation management. Edgar Schein believed that organisations take time to
develop a culture as the employees go through various changes and adapt to the external
environment and solve organisational problems.

They learn from their past experiences and start implementing practices, and collectively the
employee's attitudes form the culture within the organisation.

According to Edgar Schein - Organizations do not adopt a culture in a single day, instead it is
formed in due course of time as the employees go through various changes, adapt to the
external environment and solve problems.

They gain from their past experiences and start practicing it every day thus forming the culture
of the workplace. The new employees also strive hard to adjust to the new culture and enjoy a
stress-free life. Schein believed that there are three levels in an organization culture.
 ARTIFACTS:

These are the “visible” symbols of the culture. It can include anything from clothing styles to
posters on the wall to the volume of speech. Even if not understood, the artifacts that last are
typically deeply tied to the underlying culture.

This level represents the visible and tangible aspects of culture, including physical symbols,
rituals, language, dress code, and observable behaviors. It is what individuals see, hear, and
experience when they interact with the organization. Artifacts and behaviors provide surface-
level insights into the organization's culture but may not fully capture its deeper meaning and
underlying assumptions.

The first level is the characteristics of the organization which can be easily viewed, heard and
felt by individuals collectively known as artifacts.

The dress code of the employees, office furniture, facilities, behaviour of the employees,
mission and vision of the organization all come under artifacts and go a long way in deciding
the culture of the workplace.

Organization A

1. No one in organization A is allowed to dress up casually.

2. Employees respect their superiors and avoid unnecessary disputes.

3. The individuals are very particular about the deadlines and ensure the tasks are accomplished

within the stipulated time frame.

Organisation B

1. The employees can wear whatever they feel like.

2. Individuals in organisation B are least bothered about work and spend their maximum time

loitering and gossiping around.

3. The employees use derogatory remarks at the workplace and pull each other into
controversies.
In the above case, employees in organisation A wear dresses that exude professionalism
and strictly follow the policies of the organisation.

On the other hand, employees in organisation B have a laid-back attitude and do not take
their work seriously.

Organisation A follows a strict professional culture, whereas Organisation B follows a weak

culture where the employees do not accept things willingly.

VALUES

These are the “espoused” values – often found on company websites and also the area which
has the greatest chance of being disconnected from reality. The second level involves the
articulated beliefs, values, and ideologies that members of the organization consciously
express. These are the stated principles, philosophies, and norms that guide decision-making
and behavior within the organization.

Espoused beliefs and values often reflect the desired or aspirational culture that the
organization strives to uphold. A deeper level to the superficial artefacts that contribute to the
organisational culture is the values of the company, the individuals that work there and the
coherent alignment of those values.

How employees react to situations and problems will shape the culture. What people actually
think matters a lot for the organisation. The mindset of the individual associated with any
particular organisation influences the culture of the workplace.

BASIC ASSUMPTIONS

At the deepest level, basic assumptions represent the core, unconscious beliefs and values
that underlie an organization's culture. They are often taken for granted and considered
unquestionable truths.

Basic assumptions shape employees' thoughts, perceptions, and behaviors, influencing how
they interpret events and make sense of their work environment. These assumptions are
deeply embedded and may not be explicitly acknowledged or discussed.
 These are the beliefs that people use to make day-to-day decisions within an organization. For
example, an assumption may be that “it is best to speak up when I have a good idea.” Judging
the assumptions and trade-offs people make on a day-to-day basis is often the quickest way
to understand the “real” culture.

The third level is the assumed values of the employees which can’t be measured but do make
a difference to the culture of the organisation.

There are certain beliefs and facts which stay hidden but do affect the culture of the
organisation.

The inner aspects of human nature come under the third level of organisational culture. The
organisation follows certain practices which are not discussed often but understood on their
own. Such rules form the third level of the organisational culture

Schein stressed that cultures are not adopted by organisations in one day. Rather, they are
formed through the course of time as employees undergo various changes whilst adapting to
their external environment and solving problems. The culture of the workplace is formed as
employees gain from their past experiences and put such learning into practice.
 The Schein Model suggests that to fully understand an organization's culture, it is essential to
explore all three levels and recognize the interplay between them. While artifacts and behaviours
provide observable cues, the deeper levels of espoused beliefs and values, as well as basic
assumptions, drive organizational behaviour and shape the culture in significant ways. Analysing
and understanding the various levels of culture within an organization can help leaders and
stakeholders gain insights into the underlying dynamics, identify areas for improvement or
alignment, and promote cultural change if desired.

The Schein Model of Organizational Culture has been highly influential in shaping our
understanding of organizational culture for several reasons:

1) Multi-level Perspective:

The model highlights the multi-level nature of organizational culture, emphasizing that it operates
at different layers, from visible artifacts and behaviors to espoused beliefs and values, and
ultimately to the unconscious basic assumptions. This perspective allows for a comprehensive
understanding of culture and its influence on organizational dynamics.

The multi-level perspective of the Schein Model of Organizational Culture recognizes that culture
operates at different levels within an organization. These levels are interconnected and influence
organizational behavior and dynamics.

The multi-level perspective recognizes that culture is not solely defined by visible artifacts and
behaviours, but also by the underlying beliefs and assumptions that drive behaviour. While
artifacts and behaviours are more easily observable, they are influenced by the espoused beliefs
and values, which in turn are influenced by the deeper basic assumptions.

Understanding and analysing culture from a multi-level perspective allows for a more
comprehensive and holistic understanding of how culture operates within an organization. It
highlights the need to explore the underlying assumptions and unconscious aspects of culture
to gain a deeper understanding of its impact on organizational dynamics, decision-making, and
employee behaviour.

By considering the various levels of culture, organizations can assess their current culture,
identify potential misalignments, and develop strategies for cultural change or alignment. It also
enables leaders to examine their own role in shaping culture and align their behaviours, values,
and assumptions with the desired organizational culture.
2) Cultural Dynamics:

The model recognizes that culture is not static but rather a dynamic system that evolves and
adapts over time. It acknowledges the interconnectedness between different levels of culture
and how they interact to shape organizational behavior. This understanding helps in analyzing
cultural dynamics and facilitating cultural change efforts.

The Schein Model of Organizational Culture recognizes cultural dynamics as a central aspect of
understanding and analyzing organizational culture. Cultural dynamics refer to the processes
and changes that occur within the culture of an organization over time. Here are some key points
about cultural dynamics within the Schein Model:

a) Evolution and Adaptation: The model acknowledges that culture is not static but rather evolves
and adapts to internal and external factors. Organizational culture can change as new members
join, leadership changes, or as the organization responds to external pressures or shifts in its
environment. Cultural dynamics involve the continuous process of adaptation and evolution of
culture.

b) Interaction between Levels: Cultural dynamics involve the interplay between the different levels
of culture within the Schein Model. Changes in artifacts and behaviors can influence espoused
beliefs and values, which in turn can impact the underlying basic assumptions. Similarly,
changes in basic assumptions can lead to shifts in espoused beliefs and values and
subsequently impact visible behaviors. The levels of culture are interconnected and influence
one another.

c) Alignment and Misalignment: Cultural dynamics can involve the alignment or misalignment
between the different levels of culture. When the artifacts, behaviors, espoused beliefs, and
values are in harmony and aligned with the basic assumptions, there is a strong cultural
coherence within the organization. However, misalignments can occur when there are
inconsistencies or conflicts between different levels of culture. These misalignments can create
cultural tensions and impact organizational effectiveness.

d). Cultural Change: Cultural dynamics are often associated with cultural change. Organizations
may intentionally initiate cultural change efforts to address misalignments, adapt to new
circumstances, or improve performance. Cultural change involves shifting behaviors, values,
and underlying assumptions to create a desired culture.
e) Influence of Leadership: Leadership plays a significant role in cultural dynamics. Leader’s shape
and influence culture through their behaviors, values, and assumptions. They have the power to
initiate and guide cultural change processes. Effective leaders understand the dynamics of
culture, align their leadership practices with the desired culture, and actively manage cultural
change efforts.

By understanding cultural dynamics within the Schein Model, organizations can navigate cultural
changes more effectively. They can identify misalignments, facilitate cultural adaptation, and
create strategies for cultural change that are sensitive to the interplay between different levels
of culture. Leaders who understand cultural dynamics can leverage their influence to promote
positive cultural shifts and foster a culture that supports organizational goals and values.

3) Depth of Analysis

By emphasizing the underlying assumptions and unconscious aspects of culture, the Schein
Model goes beyond surface-level observations. It encourages researchers and practitioners to
delve deeper into the hidden aspects of culture that drive behavior, providing a more nuanced
understanding of organizational dynamics.

The Schein Model of Organizational Culture emphasizes the depth of analysis required to
understand and analyze organizational culture. It recognizes that culture operates at different
levels, and to gain a comprehensive understanding, it is necessary to delve beyond surface-
level observations. Here are key aspects regarding the depth of analysis within the Schein
Model:

Uncovering Underlying Assumptions: The model highlights the significance of uncovering the
underlying assumptions that shape an organization's culture. Basic assumptions are deeply
embedded, taken for granted, and often unconscious beliefs and values. They influence how
employees interpret events, make decisions, and behave within the organization. Uncovering
these underlying assumptions requires a deeper level of analysis that goes beyond observable
behaviors and espoused values.

Implicit Knowledge: The model acknowledges that much of an organization's culture is based
on implicit knowledge. It includes unwritten rules, norms, and shared understandings that guide
behavior. This implicit knowledge is often deeply ingrained and may not be explicitly
communicated. Understanding the depth of this implicit knowledge and its impact on
organizational dynamics requires a thorough analysis of the organization's culture.
Sense-Making and Interpretation: Culture influences how individuals make sense of their work
environment and interpret events. The Schein Model recognizes that understanding culture
requires analyzing the cognitive processes through which individuals construct meaning within
the organizational context. This involves examining how artifacts, behaviors, espoused beliefs,
and values shape individuals' interpretations and actions.

Subcultures and Group Dynamics: The depth of analysis in the Schein Model includes
recognizing that an organization may have subcultures or group-level cultures within it. Different
departments, teams, or regions may develop their own unique cultural dynamics that interact
with the broader organizational culture. Analyzing these subcultures and their interactions
provides a more comprehensive understanding of the organization's culture.

Cultural Change and Transformation: To bring about meaningful cultural change, organizations
need to analyze the underlying assumptions and implicit knowledge that contribute to the
existing culture. This depth of analysis allows organizations to identify the root causes of cultural
patterns, address any misalignments, and facilitate meaningful transformation.

By conducting an in-depth analysis of organizational culture using the Schein Model,

organizations can gain a deeper understanding of the underlying beliefs, values, and
assumptions that shape behavior.

This understanding enables them to diagnose cultural strengths and weaknesses, identify areas
for improvement, and develop strategies for cultural alignment or change. It also supports the
development of interventions that target the underlying cultural dynamics to create lasting and
meaningful organizational transformations.

In practice, the Schein Model can be applied in various ways:

Cultural Assessment:

Organizations can use the model as a framework to assess their existing culture. This involves
examining artifacts, behaviors, espoused beliefs, and values, as well as uncovering the
underlying basic assumptions.

This assessment can be done through interviews, surveys, observation, and analysis of
organizational documents.
Cultural Change:

The model helps organizations identify areas for cultural improvement or alignment. By
understanding the current culture and its underlying assumptions, organizations can develop
strategies and interventions to shape a desired culture. This may involve addressing
misalignments, changing behaviors, and consciously reshaping espoused beliefs and values.

Leadership Development:

The Schein Model highlights the role of leaders in shaping and influencing culture. Leaders can
apply the model to assess their own leadership style and the cultural implications it has. It can
guide leaders in aligning their behavior, values, and assumptions with the desired culture and
enable them to lead cultural change efforts effectively.

Mergers and Acquisitions:

The model is relevant in the context of mergers and acquisitions, where different organizational
cultures come together. Understanding the cultural differences, identifying commonalities, and
addressing potential conflicts can facilitate smoother integration and cultural alignment.

Overall, the Schein Model provides a comprehensive framework for understanding and
analyzing organizational culture. Its practical application can assist organizations in diagnosing
their culture, facilitating cultural change, and aligning culture with strategic goals.
 NMIMS Global Access School for Continuing
Education (NGA-SCE)
ASSIGNMENT Applicable for June 2023
Course: Organisation Culture

Answer – 2:

CULTURAL DIMENSIONS

Hofstede’s Cultural Dimensions Theory, developed by Geert Hofstede, is a framework used to

understand the differences in culture across countries and to discern the ways that business is
done across different cultures. In other words, the framework is used to distinguish between
different national cultures, the dimensions of culture, and assess their impact on a business
setting.

Cultural dimensions summarize the extent to which cultural groups are found empirically to differ
from one another in terms of psychological attributes such as values, beliefs, self- construal’s,

personality, and behaviours. Hofstede’s Cultural Dimensions Theory was created in 1980 by
Dutch management researcher Geert Hofstede. The aim of the study was to determine the
dimensions in which cultures vary.

From historical times, persons have made free use of stereotyped characterizations of groups
other than their own and of individuals drawn from such groups. The more recent development of
survey methodology has made it possible to summarize the extent to which the qualities attributed
to particular groups such as nations are in fact endorsed by the members of those groups.

The Hofstede Cultural Dimensions factor analysis is based on extensive cultural preferences
research conducted by Gert Jan Hofstede and his research teams. Hofstede based his research
on national cultural preferences rather than individual cultural preferences. Professor Hofstede
included six key aspects of national culture country comparison scales, including: the power
distance index (PDI), individualism vs. collectivism (IDV), masculinity versus femininity (MAS),
uncertainty avoidance index (UAI), long term orientation versus short term normative orientation
(LTO), and indulgence versus restraint (IVR). The PDI describes the degree to which authority is
accepted and followed.

Hofstede's Cultural Dimensions Theory, developed by social psychologist Geert Hofstede, is a

framework used to understand and compare different cultures based on six key dimensions.

These dimensions provide insights into how cultural values and beliefs influence behaviour,
communication styles, decision-making, and other aspects of organizational and societal
dynamics.

Here are the six dimensions of Hofstede's Cultural Dimensions Theory:

1. Power Distance Index

2. Collectivism vs. Individualism

3. Uncertainty Avoidance Index

4. Femininity vs. Masculinity

5. Short-Term vs. Long-Term Orientation

6. Restraint vs. Indulgence

 POWER DISTANCE INDEX

This dimension measures the extent to which power is unequally distributed in a society or
organization. High PDI cultures accept and expect hierarchical structures and centralized
decision-making, while low PDI cultures emphasize equality and participatory decision-making.

The power distance index considers the extent to which inequality and power are tolerated. In this
dimension, inequality and power are viewed from the viewpoint of the followers – the lower level.

• A high-power distance index indicates that a culture accepts inequity and power differences,
encourages bureaucracy, and shows high respect for rank and authority.

• A low power distance index indicates that a culture encourages flat organizational structures
that feature decentralized decision-making responsibility, participative management style, and
emphasis on power distribution.

INDIVIDUALISM VS. COLLECTIVISM (IDV):

This refers to the strength of the ties that people have to others within their community. A high
IDV score indicates weak interpersonal connection among those who are not part of a core
"family." Here, people take less responsibility for others' actions and outcomes.

This dimension focuses on the degree to which individuals prioritize their own interests over the
interests of the group. Individualistic cultures emphasize personal freedom, independence, and
self-reliance, while collectivist cultures prioritize group harmony, loyalty, and cooperation.

The individualism vs. collectivism dimension considers the degree to which societies are
integrated into groups and their perceived obligations and dependence on groups.

Individualism indicates that there is a greater importance placed on attaining personal goals. A
person’s self-image in this category is defined as “I.”

Collectivism indicates that there is a greater importance placed on the goals and well-being of the
group. A person’s self-image in this category is defined as “We.”
 MASCULINITY VS. FEMININITY (MAS):

This dimension reflects the degree to which a culture values traditionally masculine or feminine
traits. Masculine cultures emphasize competitiveness, assertiveness, and material success, while
feminine cultures prioritize collaboration, quality of life, and caring for others.

The masculinity vs. femininity dimension is also referred to as “tough vs. tender” and considers
the preference of society for achievement, attitude toward sexuality equality, behaviour, etc.

• Masculinity comes with the following characteristics: distinct gender roles, assertive, and
concentrated on material achievements and wealth-building.

• Femininity comes with the following characteristics: fluid gender roles, modest, nurturing, and
concerned with the quality of life.

UNCERTAINTY AVOIDANCE INDEX (UAI):

Uncertainty Avoidance Index (UAI) This dimension describes how well people can cope with
anxiety. In societies that score highly for Uncertainty Avoidance, people attempt to make life as
predictable and controllable as possible. If they find that they can't control their own lives, they
may be tempted to stop trying.

The UAI dimension measures a culture's tolerance for ambiguity, uncertainty, and risk. High UAI
cultures have a strong desire for rules, formal structures, and security, while low UAI cultures are
more accepting of ambiguity, change, and risk-taking.

The uncertainty avoidance index considers the extent to which uncertainty and ambiguity are
tolerated. This dimension considers how unknown situations and unexpected events are dealt
with.

• A high uncertainty avoidance index indicates a low tolerance for uncertainty, ambiguity, and risk-
taking. The unknown is minimized through strict rules, regulations, etc.

• A low uncertainty avoidance index indicates a high tolerance for uncertainty, ambiguity, and risk-
taking. The unknown is more openly accepted, and there are lax rules, regulations, etc.
 LONG-TERM ORIENTATION VS. SHORT-TERM ORIENTATION (LTO):

This dimension focuses on a culture's time horizon and its orientation towards immediate
gratification or long-term planning. Long-term oriented cultures value perseverance, thrift, and
long-term goal achievement, while short-term oriented cultures prioritize quick results, respect for
tradition, and fulfilling social obligations.

The long-term orientation vs. short-term orientation dimension considers the extent to which
society views its time horizon.

• Long-term orientation shows focus on the future and involves delaying short-term success or
gratification in order to achieve long-term success. Long-term orientation emphasizes
persistence, perseverance, and long-term growth.

• Short-term orientation shows focus on the near future, involves delivering short-term success or
gratification, and places a stronger emphasis on the present than the future.

Short-term orientation emphasizes quick results and respect for tradition.

INDULGENCE VS. RESTRAINT (IND):

This dimension reflects the degree to which a culture allows gratification of natural human desires
and impulses. Indulgent cultures tend to have a relaxed attitude towards gratification, leisure, and
enjoying life, while restrained cultures place more emphasis on controlling desires and
maintaining strict social norms.

The indulgence vs. restraint dimension considers the extent and tendency for a society to full-fill
its desires. In other words, this dimension revolves around how societies can control their
impulses and desires.

• Indulgence indicates that society allows relatively free gratification related to enjoying life and
having fun.

• Restraint indicates that society suppresses gratification of needs and regulates it through social
norms.
 Hofstede's Cultural Dimensions Theory provides a valuable framework for understanding cultural
differences and their implications for various aspects of life, including business, management,
and intercultural communication.

It helps organizations and individuals navigate cultural diversity, adapt their approaches in cross-
cultural interactions, and develop strategies for effective multicultural collaboration.

However, it's important to note that cultures are diverse and complex, and individuals within a
culture may vary in their adherence to these dimensions.

Different cultural dimensions have a significant impact on organizational culture.

Here's how some of the cultural dimensions, such as individualism-collectivism and power
distance, affect organizational culture, and how leaders can leverage this understanding to create
a more inclusive and diverse workplace:

1. Individualism vs. Collectivism:

Collectivism stresses the importance of the community, while individualism is focused on the
rights and concerns of each person. Where unity and selflessness or altruism are valued traits in
collectivist cultures, independence and personal identity are promoted in individualistic cultures.

These cultural differences are pervasive and can influence many aspects of how society
functions. How people shop, dress, learn, and conduct business can all be influenced by whether
they are from a collectivist or individualist culture.

In individualistic cultures, where individual goals and autonomy are prioritized, organizational
cultures may encourage individual achievement, competition, and personal recognition. In
contrast, collectivist cultures emphasize group harmony, collaboration, and loyalty, leading to
organizational cultures that value teamwork, consensus-building, and collective decision-making.

Leaders can create a more inclusive workplace by recognizing the cultural diversity of their
workforce and promoting a balance between individual and collective values. This can be
achieved by fostering an environment that values both individual contributions and teamwork,
providing opportunities for collaboration and recognizing the achievements of both individuals and
teams.
 In individualistic cultures, where personal goals and autonomy are emphasized, organizational
cultures tend to value individual achievement, personal recognition, and competition. In contrast,
collectivistic cultures prioritize group cohesion, cooperation, and shared goals. Leaders can
create a more inclusive workplace by recognizing and accommodating the cultural preferences of
their employees.

They can foster collaboration by encouraging teamwork, promoting collective decision-making,

and emphasizing shared objectives. At the same time, they can also provide opportunities for
individual growth and recognition to cater to employees with individualistic tendencies.

2. Power Distance:

Power distance refers to the acceptance of hierarchical structures and unequal distribution of
power in a society or organization. In high power distance cultures, organizational cultures may
be characterized by strong authority, top-down decision-making, and a clear chain of command.
In contrast, low power distance cultures may value more participatory decision-making, open
communication, and empowerment of employees.

Leaders can create a more inclusive and diverse workplace by reducing power distance and
promoting a culture of inclusion and equality. This can be done by encouraging open
communication, involving employees in decision-making processes, fostering a culture of respect
and collaboration regardless of hierarchical positions, and providing opportunities for employees
to voice their opinions and contribute to the organization's success.
 Cultures with high power distance accept and expect significant hierarchical differences, while
cultures with low power distance strive for more egalitarian relationships and decentralized
decision-making. Leaders can create a more inclusive and diverse workplace by reducing power
distance and promoting a flatter organizational structure.

They can encourage open communication, actively seek and value input from employees at all
levels, and provide opportunities for empowerment and shared decision-making. By fostering a
culture of inclusivity and equal opportunity, leaders can empower individuals from different
backgrounds and perspectives to contribute and thrive.

3. Uncertainty Avoidance:

The dimension of uncertainty avoidance reflects a culture's tolerance for ambiguity, uncertainty,
and risk. In high uncertainty avoidance cultures, organizational cultures may be characterized by
a strong emphasis on rules, procedures, and formal structures to minimize ambiguity and maintain
stability. In low uncertainty avoidance cultures, organizational cultures may be more flexible,
adaptable, and open to change.

Leaders can create a more inclusive and diverse workplace by understanding the impact of
uncertainty avoidance and promoting a culture that embraces diversity of ideas, encourages
innovation, and is open to change.
 This can be achieved by fostering a learning culture, providing psychological safety for employees
to take risks and share ideas, and promoting an environment where diverse perspectives are
valued and respected.

In summary, leaders can use their understanding of cultural dimensions to create a more inclusive
and diverse workplace by recognizing and appreciating the cultural diversity of their workforce,
promoting a balance between individual and collective values, reducing power distance, fostering
open communication and participation, and embracing ambiguity and change. By leveraging
cultural differences, leaders can create a workplace that values and respects diverse
perspectives, enhances collaboration, and encourages innovation.

Leaders can use an understanding of these cultural dimensions to create a more inclusive and
diverse workplace by:

1. Recognizing and respecting cultural differences: Leaders should be aware of cultural differences

in their organization and work to create a culture that respects and values those differences.

2. Promoting communication and understanding: Leaders can encourage open communication and

create opportunities for employees to learn about different cultures and perspectives.
 3. Building diverse teams: Leaders should strive to build teams that are diverse in terms of culture,

background, and experience. This can help to foster creativity and innovation while also promoting

cross-cultural understanding.

4. Emphasizing shared values: While cultural differences are important to recognize, leaders should

also focus on shared values and goals that can bring employees together across different

cultures.

5. Providing training and support: Leaders can provide training and support to help employees

navigate cultural differences and promote a more inclusive workplace.

6. Celebrating and valuing diverse cultural backgrounds, experiences, and perspectives within the

organization.

7. Encouraging open dialogue and creating platforms for cross-cultural exchange and learning.

8. Promoting diversity and inclusion in decision-making processes and fostering a sense of

belonging for all employees.

9. Creating policies and practices that accommodate cultural differences, such as flexible work

arrangements or communication styles.

10. Actively seeking diverse talent during recruitment and ensuring fair and inclusive hiring practices.

11. Providing cross-cultural training and awareness programs to enhance understanding and

appreciation of diverse perspectives.

12. Emphasizing cultural intelligence and promoting intercultural competence among employees.

By leveraging an understanding of cultural dimensions and implementing inclusive practices,

leaders can cultivate an organizational culture that respects and values diversity, leading to
improved employee engagement, innovation, and overall organizational performance.

Overall, by understanding how different cultural dimensions can impact organizational culture,
leaders can take steps to create a workplace that is inclusive, diverse, and supportive of all
employees.
 NMIMS Global Access School for Continuing
Education (NGA-SCE)
ASSIGNMENT Applicable for June 2023
Course: Organisation Culture

Answer – 3 (A):

ORGANIZATIONAL CULTURE

Culture is a term used to define the customs, achievements, values, norms and general beliefs of
a certain group of individuals. Organizational culture therefore defines the environment for
everything that happens within a company. It’s the spoken and unspoken behaviours and
mindsets that define how your business functions on a day-to-day basis. It also codifies what it’s
like for employees to work there. Organizational culture includes the mission and objectives along
with values, leadership and employee expectations, structured performance management and
overall engagement levels. By building a strong culture, businesses can provide consistency and
direction, guide decisions and actions, fuel the workforce and help reach their potential.

Organizational culture refers to the shared values, beliefs, attitudes, and behaviors that
characterize an organization. It encompasses the unwritten rules, norms, and social expectations
that shape how individuals within the organization interact with each other and approach their
work. Organizational culture influences employee behavior, decision-making, and overall
performance, and it plays a crucial role in shaping the organization's identity and reputation.

While organizational culture is an integral part of a business, it’s not always visible to long-term
employees. It blends into the daily routine and becomes second nature. Regardless of whether
you’ve just joined the company and you are overwhelmed with new routines or you’re a seasoned
employee who no longer notices the fast-paced environment around you, organizational culture
continues to exist.
Organizational culture is generally understood as all of a company’s beliefs, values and attitudes,
and how these influence the behaviour of its employees.

Culture affects how people experience an organization—that is, what it’s like for a customer to
buy from a company or a supplier to work with it. It shows up in company policies such as dress
code and office hours. It also informs things such as workspace design and employee perks.
Culture is usually set by a company’s leaders.

Companies don’t tend to define their cultures explicitly; they tend to emerge from what people
believe, how they think, what they say and what they do. Culture shapes what behaviour is
acceptable or unacceptable. Culture may help define values and core principles that guide
organizational behaviour.

WORK CULTURE

Work culture is a collection of attitudes, beliefs and behaviors that make up the regular
atmosphere in a work environment. Healthy workplace cultures align employee behaviors and
company policies with the overall goals of the company, while also considering the well-being of
individuals. Work culture determines how well a person fits into their environment at a new job
and their ability to build professional relationships with colleagues.
 Work culture evolves based on the behaviors of the people within the organization, from
management to entry-level employees. Company leadership sets the tone for company culture
through their policies, benefits and mission.

Managers shape company culture from their hiring practices, where they can select applicants,
whose personal vision aligns with a healthy work culture. The physical environment of a workplace
also influences culture, with many offices opting for an open floor plan, natural lighting and the
inclusion of perks such as in-office gyms and break room amenities.

7 Powerful Practices to Improve Workplace Culture

1. Build strong employee relationships. ...

2. Connect people to a purpose. ...

3. Encourage frequent employee recognition. ...

4. Create positive employee experiences. ...

5. Open up transparency and communication. ...

6. Give teams the autonomy they seek. ...

7. Schedule regular and meaningful one-to-ones.

The ways that can be used to improve organizational performance;

A strong organizational culture can bring benefits like enhanced trust and cooperation, fewer
disagreements and more-efficient decision-making. Culture also provides an informal control
mechanism, a strong sense of identification with the company and shared understanding among
employees about what is important.

By building a strong culture, businesses can provide consistency and direction, guide decisions
and actions, fuel the workforce and help reach their potential. While organizational culture is an
integral part of a business, it's not always visible to long-term employees

The impact of organizational culture on performance. When an organization promotes a culture

of transparency, has clear expectations, provides continuous feedback, and offers the right
recognition, employees can easily understand what is expected of them.
 Organizational culture models can indeed be used to improve organizational performance by
providing a framework for understanding and managing the culture within an organization.

Here are a few ways in which organizational culture models can be utilized to enhance
performance:

1. ALIGNMENT:

Culture encompasses all of the values, expectations, and practices that guide team members
daily and make your organization what it is. Culture models help align employees with the
organization's mission, values, and goals. By establishing a shared understanding of the desired
culture, employees can work cohesively towards common objectives, enhancing overall
performance.

Every company has its own culture, whether it tries to actively shape it or not. But whether
employees believe in that culture — and whether the culture is worth believing in — is a different
matter entirely. Gartner found that only 24% of employees say culture impacts the way they
work, while only 31% of HR leaders believe their company’s culture drives business
performance.

Cultural alignment — the process of aligning your organization's culture, values, and goals with
its people — is a key part of the recipe for business success. But a disconnect between your
company and the team members who make it run can undermine the strong foundations it took
your organization so long to build.

2. COMMUNICATION:

Cultural communication is the practice and study of how different cultures communicate within
their community by verbal and nonverbal means. Cultural communication can also be referred
to as intercultural communication and cross-cultural communication.

Culture models promote effective communication by establishing clear norms and expectations.
They provide a framework for open and transparent communication, encouraging collaboration,
knowledge sharing, and feedback, which leads to improved performance.
 Communication culture in the workplace can be defined as a way your organization engages
with the people, shares information, drives conversations, and encourages employees' share of
voice. Communication culture refers to the way in which communication is practiced and valued
within an organizational culture. It encompasses the norms, values, and behaviors related to
communication that are shared among employees.

A strong communication culture is characterized by open and transparent communication

channels, where information flows freely and is accessible to all members of the organization. It
encourages active listening, respectful dialogue, and the exchange of ideas and feedback.
Effective communication is valued and recognized as a critical factor for success.

3. EMPLOYEE ENGAGEMENT:

Employee engagement is the strength of the mental and emotional connection employees feel
toward their work, their teams, and their organization. And a culture of engagement is focused
on creating this connection.

Culture models foster employee engagement by creating a positive and inclusive work
environment. When employees feel connected to the organization's culture, they are more likely
to be motivated, committed, and satisfied, leading to higher productivity and performance levels.

Employee engagement improves work culture, reduces turnover, increases productivity, builds
better work and customer relationships, and affects profits. High employee engagement also
turns workers into your best advocates.

Employee engagement culture refers to the environment, practices, and attitudes within an
organization that foster and promote the engagement and commitment of its employees. It
encompasses the strategies and initiatives implemented to ensure that employees feel
motivated, connected, and dedicated to their work and the organization as a whole.

A strong employee engagement culture leads to higher levels of job satisfaction, improved
productivity, increased employee retention, and a positive organizational reputation. It creates
a motivated and committed workforce that is dedicated to the success of the organization.

4. DECISION-MAKING:
 The decision-making culture model refers to the norms, values, and practices within an
organization that shape how decisions are made. It provides a framework for understanding how
decisions are approached, who is involved in the decision-making process, and the degree of
empowerment and accountability given to employees.

Culture models guide decision-making processes within the organization. When decisions are
aligned with the established culture, they reinforce the desired values and behaviors, ensuring
consistency and coherence. This helps in making better decisions that support organizational
performance.

A culture that strongly relies upon intuition when making decisions tends to primarily: Utilize
discussions to make decisions. Socialize information on activities through personal interaction.
Consider few if any key facts when making decisions. Rely on personal opinions — especially
of experts.

A decision-making model describes the method a team will use to make decisions. The most
important factor in successful decision-making is that every team member is clear about how a
particular decision will be made. Decisions are reached by the person with the most authority
but reaching that decision can be a slow process. Never appear over-legalistic in negotiations;
in general, Indians do not trust the legal system and someone's word is sufficient to reach an
agreement. Successful negotiations may be celebrated over a meal.

5. TALENT ACQUISITION AND RETENTION:

The talent acquisition and retention culture model refer to the organizational norms, practices,
and values that shape how an organization attracts, hires, and retains talented employees. It
provides a framework for understanding how the organization approaches talent acquisition and
retention, and the strategies and initiatives in place to attract and retain top talent.

Talent acquisition is the process of identifying, attracting, recruiting, and retaining top talent. This
includes selecting qualified candidates who are best suited for the available positions. But it also
encompasses retention — not just attraction.

Organizational culture models play a vital role in attracting and retaining top talent. A strong
culture that aligns with employees' values and aspirations can serve as a powerful magnet,
attracting individuals who are a good fit for the organization. By fostering a positive work culture,
organizations can reduce turnover and retain valuable employees, positively impacting
performance.
6. ADAPTABILITY AND INNOVATION:

Culture models can foster a culture of adaptability and innovation, which are crucial for staying
competitive in a rapidly changing business environment. By encouraging risk-taking, learning
from failures, and embracing new ideas, organizations can drive innovation and continuously
improve performance.

The adaptability and innovation culture model refers to the organizational norms, practices, and
values that foster a culture of adaptability and innovation. It provides a framework for
understanding how an organization embraces change, encourages experimentation, and
promotes a mindset of continuous improvement and innovation.

Adaptability allows organizations to maintain competitive advantage in a rapidly evolving

business landscape. Common traits of adaptable organizations are clearly-defined expectations
and goals, employees who are valued, a creative atmosphere, and a problem-solving mindset.

7. CUSTOMER SATISFACTION:

A strong organizational culture focused on customer satisfaction can enhance overall

performance. When employees embody a customer-centric culture, they are more likely to
deliver high-quality products or services, exceed customer expectations, and build long-term
customer relationships, leading to improved performance and business growth.

The customer satisfaction culture model refers to the organizational norms, practices, and
values that prioritize and promote a culture of customer satisfaction. It provides a framework for
understanding how an organization values its customers, focuses on meeting their needs and
expectations, and continuously improves the customer experience.

The customer satisfaction model is a set of causal equations that look to measure how happy
customers are with a company's products, services, or overall performance.

By implementing a customer satisfaction culture model, organizations can enhance customer

loyalty, build long-term relationships, drive customer advocacy, and differentiate themselves in
the marketplace. A customer-centric approach leads to improved customer satisfaction,
increased customer retention, and positive word-of-mouth recommendations.
 In summary, organizational culture models can be used to align employees, improve
communication, enhance engagement, guide decision-making, attract and retain talent, foster
adaptability and innovation, and drive customer satisfaction, all of which contribute to improved
organizational performance. It is important to note that implementing cultural changes and
improving organizational performance is a complex and long-term process. It requires consistent
effort, effective communication, and ongoing evaluation to ensure that the desired culture is
embedded and sustained throughout the organization.

What are some of the challenges associated with using these models in practice?
While organizational culture models offer numerous benefits, there are several challenges
associated with their practical implementation:

1. Complex and abstract nature:

Culture is a complex and abstract concept, making it challenging to define, measure, and
implement. Translating cultural values and norms into tangible behaviors and practices can be
difficult, leading to ambiguity and inconsistency in implementation.

2. Resistance to change:

Implementing a new culture model often requires changes in attitudes, beliefs, and behaviors.
Resistance to change from employees and leaders can hinder the successful adoption of the
desired culture, slowing down the improvement process.

3. Misalignment with existing practices:

Introducing a new culture model may clash with existing organizational practices, structures, and
systems. Misalignment between the desired culture and existing processes can create confusion,
disengagement, and resistance, impeding performance improvement efforts.

4. Lack of leadership commitment:

Culture change requires strong leadership commitment and consistent reinforcement. If leaders
are not fully engaged or fail to model the desired cultural behaviors, employees may perceive
culture change as insincere or superficial, undermining its effectiveness.

5. Cultural diversity:
 Organizations with diverse workforces often face the challenge of accommodating various cultural
backgrounds, beliefs, and values. Harmonizing different cultural perspectives and ensuring
inclusivity can be complex, requiring sensitivity and adaptation to avoid marginalization and
conflicts.

6. Time and patience:

Culture change is a gradual and long-term process. Organizations must invest time, effort, and
resources into consistently reinforcing the desired culture over an extended period. Impatience or
unrealistic expectations can lead to premature abandonment of culture change initiatives.

7. Evaluation and measurement:

Measuring the impact of culture change on organizational performance can be challenging.

Quantifying cultural aspects and establishing clear cause-and-effect relationships between
culture and performance outcomes can be elusive, making it difficult to evaluate the effectiveness
of culture models.

8. External factors and environmental changes:

Organizations operate within a dynamic external environment that can influence culture and
performance. Changes in market conditions, industry trends, or economic factors can pose
challenges to the alignment between the desired culture and external realities.

Addressing these challenges requires thoughtful planning, effective change management

strategies, ongoing communication, leadership commitment, and a willingness to adapt and learn
from the implementation process.
Answer – 3 (B):

POSITIVE WORKPLACE ENVIRONMENT

A positive workplace environment refers to a setting where employees feel valued, supported,
and engaged in their work. It is characterized by a healthy and inclusive culture that fosters
collaboration, well-being, and personal growth.

A positive working environment is a workplace that promotes employee safety, growth and goal
attainment. These environments are most conducive to a successful workforce as they encourage
employees to perform to their highest ability. Companies can achieve a positive working
environment by focusing on their overall culture, supporting employee growth and making
employees feel safe and comfortable.

A positive workplace culture encourages open communication, collaboration, and innovation. It

can also inspire staff to engage deeply with their work and form stronger connections with their
peers. And, in turn, this can drive motivation and lead to improved performance.

Positive working environments provide several benefits for both employees and employers. This
is because this type of environment can lead to employee success and happiness both personally
and professionally.

Examples of positive work environments

• Adherence to occupational safety.

• Employee engagement.

• Appropriate workplace ergonomics.

• Existence of a positive organizational culture.

• Availability of quality tools and equipment.

• Integration of diversity, equity, and inclusion standards.

• Employee well-being.

• Fair policies.
 How a manager and or a leader can promote a positive work culture?

Focus on the positive when interacting with your employees. Point out their accomplishments and
abilities. Remind them that they are a positive force within your company and that they have much
to offer. This is a powerful motivation tool and it will help to create a “can-do” attitude in your
workforce.

The strategies that can a manager use to create a more positive workplace environment;

1. Happiness is based on gratitude;

Happiness is a habit that needs to be modelled. As a manager or business leader, your

demeanour and attitude in the office has an impact on your employees. When you demonstrate
happiness, you’re training your employees to follow suit.

By making gratitude a habit, you will set the example for others and create a positive work
environment. Focus on the positive when interacting with your employees. Point out their
accomplishments and abilities. Remind them that they are a positive force within your company
and that they have much to offer. This is a powerful motivation tool and it will help to create a
“can-do” attitude in your workforce.

2. Praise others

As a business leader you’re influential – your opinion matters, especially to your employees. Make
it a goal to compliment people. Recognizing even small accomplishments and praising your team
members in meetings or in an email can make a big impact. It doesn’t have to be a big gesture.
We all know that sometimes work can get monotonous and overwhelming.

3. Have a sense of purpose

People need to have a sense of purpose at work. Their happiness is directly connected to knowing
that they make a difference. It’s not enough for a manager to dole out tasks. Take the time to
explain why the individual task is important to the company as a whole. This will give your
employees a sense of purpose and belonging that will motivate them to strive for more. Engaged
employees are efficient, enthusiastic and are willing to do what it takes to help your organization
succeed. Creating a sense of purpose for your employees is an investment in developing a
positive workplace.
4. Provide social interaction

With our busy work schedules, sometimes all we want to do is close ourselves off from the rest
of the world, focus on our computer and just get it done. But often the best thing to do when we’re
in that mode is to take a break. Although it can seem counter-productive, taking a break can be
rejuvenating.

5. Encourage self-care and exercise

Cultivate a healthy environment at work for all employees to help lower stress. Encouraging your
employees to focus on self-care, such as going for a walk outside during the day, is a great way
to keep morale up. Provide them with information on how to reduce stress, the importance of
getting enough sleep and eating healthy.

Being proactive as a leader shows you care about your workforce and that you’re there to help.
Connecting with your employees and encouraging them to connect with each other during hard
times will help lift morale and keep your business moving in a positive direction.

Leaders can leverage organizational culture models to create a positive workplace environment
in the following ways:

1. Define and communicate desired culture:

Leaders can use culture models to clearly define and articulate the desired culture. They can
communicate the organization's values, norms, and behaviors that contribute to a positive
workplace environment. This helps in setting expectations and providing a shared understanding
among employees.

Contextual example:

Imagine a technology company that wants to foster a culture of creativity and collaboration. The
CEO and leadership team use the culture model to define key values such as innovation, open
communication, and teamwork. They communicate these values through company-wide
meetings, internal communications, and training programs, emphasizing the importance of
collaboration and providing examples of behaviors that align with the desired culture.
2. Lead by example:

Leaders play a crucial role in shaping the organizational culture. By embodying the desired
cultural values and behaviors themselves, leaders can inspire and influence others to follow suit.
They should demonstrate the behaviors they expect from their employees, serving as role models
and creating a positive workplace environment.

Contextual example:

In the same technology company, leaders at all levels actively demonstrate the desired cultural
values. The CEO collaborates with different teams, seeking input and encouraging cross-
functional collaboration. Managers hold regular brainstorming sessions, recognizing and
rewarding innovative ideas. This sets an example for employees to follow and creates a culture
of collaboration and creativity.

3. Empower and involve employees:

Leaders can empower employees by involving them in decision-making processes and giving
them autonomy in their work. By encouraging employee participation and valuing their opinions,
leaders foster a sense of ownership, trust, and engagement, which contributes to a positive
workplace environment.

Contextual example:

The technology company's leaders implement practices that empower employees. They create
cross-functional teams to work on projects, allowing employees from different departments to
collaborate and contribute their expertise. Leaders encourage employees to share their ideas and
suggestions for process improvement, recognizing their contributions and implementing viable
suggestions. This involvement creates a sense of empowerment and engagement among
employees.

4. Provide support and resources:

Leaders can create a positive workplace environment by ensuring that employees have the
necessary resources, tools, and support to perform their roles effectively. This includes providing
training and development opportunities, fostering a learning culture, and offering support for work-
life balance.
 Contextual example:

The technology company's leaders invest in employee development by providing regular training
sessions, workshops, and access to online learning platforms. They also encourage a healthy
work-life balance by implementing flexible work arrangements, promoting wellness initiatives, and
supporting employee well-being programs. These actions demonstrate the leaders' commitment
to supporting employees and contribute to a positive workplace environment.

5. Recognize and reward positive behaviors:

Leaders can reinforce the desired culture by recognizing and rewarding employees who exhibit
behaviors aligned with the organizational values. This recognition can be in the form of verbal
appreciation, rewards, incentives, or career advancement opportunities. Celebrating and
acknowledging positive behaviors reinforces a positive workplace environment.

Contextual example:

The technology company's leaders implement an employee recognition program that

acknowledges and rewards employees who demonstrate the desired cultural behaviors. They
regularly highlight success stories of collaboration, innovation, and teamwork during company-
wide meetings. Additionally, they provide opportunities for career growth and advancement for
employees who consistently exhibit the desired behaviors, motivating others to emulate them.

By leveraging organizational culture models in these ways, leaders can create a positive
workplace environment that promotes employee engagement, collaboration, and productivity,
ultimately contributing to organizational success.

Contextual Example:

Let's consider a technology company that values a culture of innovation, collaboration, and
continuous learning. The leaders in this organization can leverage an organizational culture model
to create a positive workplace environment aligned with these values. They could define the
desired culture as one where employees are encouraged to experiment, share knowledge, and
collaborate across teams.

To create this environment, leaders would actively model these behaviors by engaging in cross-
functional collaborations, openly sharing their own ideas, and supporting risk-taking. They could
establish innovation labs or designated spaces where employees can experiment and work on
innovative projects.

Leaders would empower employees by providing them with autonomy and decision-making
authority to explore new ideas and take calculated risks. They would invest in training and
development programs to enhance employees' skills and foster a culture of continuous learning.
Additionally, leaders would recognize and reward employees who contribute innovative ideas,
collaborate effectively, and demonstrate the desired cultural values.

By consistently reinforcing and nurturing this culture, leaders can create a positive workplace
environment where employees are motivated, engaged, and inspired to innovate, collaborate,
and contribute to the organization's success.