Organizational

Culture
 Index
 Definition
 Characteristics
 Aspects of culture
 Types of culture
 Function of culture
 Liabilities of culture
 Creating & sustaining a culture
 How employee learn culture
Cadbury’s culture
Walmart’s culture
 Organisational culture
 Definition:
a system of shared meaning held by
members that distinguishing the
organisation from other organisations.
 EXAMPLES

 SAS institute
 Rand Merchant Bank
 Characteristics of
organisational culture
 Innovation & risk taking
 Attention to detail
 Outcome orientation
 People orientation
 Team orientation
 Aggressiveness
 stability
ASPECTS OF CULTURE
 Visibleand tangible organizational
structures and processes.
 Which we can sees,

hears,
feels
Values are beliefs or reasons.
EXAMPLES:
Strategies
Goals
Philosophies
Slogans
Flyers
Statements
 Slogan of Pepsi company is

“ PERFORMANCE WITH PURPOSE”s

 Pepsi company continuously improve all

aspect of the world in which we operate

environment, social, economic, for
creating a better tomorrow than today.
Includes unconscious, perception, taken
for granted beliefs, thoughts, feeling,
etc…
 Dominant culture
 Meaning:
it expresses the core values that are shared
by a majority of the organisation’s
members.
 Core values:

the primary or dominant values that are

accepted throughout the organisation.
 Sub culture
 Meaning:
multicultures within an
organisation , typically defined by
department designation and geographical
seperation.
EXAMPLE
Strong versus weak culture
 Strong culture
 Meaning:
culture in which the core values
are intensely held and widely shared.
EXAMPLES
 Weak culture
 characteristics:
 Many subcultures
 Few strong traditions
 Few values &beliefs widely shared by all
employees
 No strong sense of company identity
Culture versus formalisation
Organisational culture versus
national culture
Liabilities of culture
 Liabilities of culture
 Barriers to change
 Barriers to diversity
 Barriers to acquisition and merger
Barriers to change
 Barriers to diversity
 AT & T Co.
 Johnson & Johnson
 AT & T Co.

 No. 7 in The DiversityInc Top 10

Companies for Recruitment & Retention

 No. 1 in The DiversityInc Top 10

Companies for African Americans

 No. 8 in The DiversityInc Top 10

Companies for LGBT Employees
 Johnson & Johnson
 No. 4 in The DiversityInc Top 10
Companies for Recruitment & Retention

 No. 5 in The DiversityInc Top 10

Companies for Asian Americans

 No. 2 in The DiversityInc Top 10

Companies for Executive Women

 No. 10 in The DiversityInc Top 10

Companies for LGBT Employees
Barriers to merger & acquisition
Barriers to merger & acquisition
CREATING & SUSTAINING
CULTURE
 HOW A CULTURE BEGINS
 Founders hire and keep only those
employees who think and feel the same
way they do.
 They indoctrinate and socialize these
employees to their way of thinking and
feeling.
 Founders own behavior act as a role model
that encourages employees.
KEEPING A CULTURE ALIVE
 TOP
SELECTION
MANAGEMENT SOCIALIZATION

PREARRIVAL

ENCOUNTER

PRODUCTIVIT
METAMORPHOSIS
Y

COMMITMENT

TURNOVER
 PREARRIVAL STAGE
 The period of learning in the socialization
process that occurs before a new
employee joins the organization.
 ENCOUNTER STAGE

“The stage in the socialization process in

which a new employee sees what the
organization is really like and confronts
the possibility that expectations and
reality may diverge”
 METAMORPHOSIS STAGE

“The stage in the socialization process in

which a new employee changes and
adjusts to the job, work group and
organization”
 Philosophy of organization’s
founder - sam walton
• He was a man full of life.
• He always called his
employees—his associates.
• Attitude of “can-do”.
• Give respect to have
respect.
• Customers are the real
boss.
• Team work
• Accountability
 How can be culture alive
forever?
• In 1995 at April 5, sam
walton passed away…
• But that was not the end

of the culture he formed..

 Wall-mart strategy
 Every
year one almost 300-400
new stores…

 Eachstore gives employment to

almost 200-300 people..

 So it is interesting to know its socialization

process.
Most experienced &
skilled Old store New store manager
associate

New associates of
Old store associates
new store
 Socialization
• Pick the right person to the manager
• Support that person with experienced team

• Explain to each person what is expected from

him/her as a part of his/her training.
• Make the setup fun.
• Demonstrate the culture by action from day 1.
• Work hard.
Environment Environment

Metamorphosis

Organizational Learning

Organizational Expectations
Organizational Profile
Individual Expectations
Individual Profile
Environment Environment
Which you cant explain to employees
they learn from stories. which include
about organisation’s founders,rags to
riches success ,reaction to past
mistakes etc.
EXAMPLE OF MOTOROLA
EXAMPLE OF NIKE
 (2)RITUALS
Repetitive sequences of activities
that express and reinforce the
values of the organzaition, which
goals are most important, which
people are more important , and
which are expendable.
MARRIAGE RITUALS
 Marriage Rituals
 Lord Ganesh
 Mehndi
 Music
 Baraat & Swagat
 Wedding ceremony
 (3) MATERIAL SYMBOL

Which you can see means by

seeing you can learn . which
include size of offices, the
elegance of furnishing etc.
DRESS CODE OF AIRHOTESS
 (4) LANGUAGE

Particularly used in some

company which a person
outside of company may not
understand.
EXAMPLES
Thank You