ORGANISATIONAL

CULTURE
Yukti Yadav
Ramji Agrawal
Hasim
Himanshu
md.Asif Khan
MEANINGS
 ORGANIZATION
  is a social arrangement to distribute tasks for a
collective goal.

 CULTURE
Is the
quality in a person or society that arises from a concer
n for  what
is regarded as excellent in arts, letters, manners,
scholarly pursuits, etc.
Meaning of organizational culture
ORGANISATIONAL CULTURE is
 a pattern of basic assumptions
invented, discovered, or developed by a given group
 as it learns to cope with its problems of external adaptation
and internal integration
 that has worked well enough to be considered valid and
therefore
is to be taught to new members as the
 correct way to perceive, think, and feel in relation to these
problems.
 CHARACTERISTICS
Individual initiative
Risk tolerance
Direction
Integration
Management support
Control
Identity
Reward system:
Conflict tolerance
Communication patterns
Elements of organizational culture
Innovation

stability

Orientation towards people

Result oriented

Easygoingness

Attention to detail

Collaborative orientation
TYPES OF ORGANIZATIONAL
CULTURE
Strong vs weak culture

Soft vs hard culture

Formal vs informal culture

 CONTENT OF ORGANISATIONAL CULTURE
 Human Nature Orientation: what is the character of innate
human nature?

 Relational Orientation: what is the modality of man’s

relationship to other men?

 Time Orientation: what is the temporal focus of human life?

 Activity Orientation: what is the modality of human activity?

 Man-Nature Orientation: what is man’s relation to nature?
 WHY TO BUILD ORGANIZATIONAL
CULTURE
A strong culture is a talent attractor
A strong culture is talent retainer
A strong culture engages people
A strong culture creates energy and momentum
A strong culture changes the view of work
A strong culture creates greater synergy
A strong culture makes everyone more successful
FUNCTIONS OF ORGANISATIONAL CULTURE
The fooling of
organizationa
l identify

Desired
Collective
Behavioral
Commitment
Pattern

Socialization
of Members
LEVEL OF ORGANISATIONAL CULTURE
IMPACT OF CULTURE ON MANAGEMENT
FUNCTIONS
PLANNING
• Top-down or Shared Vision
• Degree of Plan Risk: High, Medium, Low
• Short Term or Long Term Perspective
• Tangibility of Objectives: Measurable, How, What
• MBO or My Bosses’ Objectives
CONTROLLING
 Self-Control or External Control
 How To Evaluate Performance
 Consequences & Punishment
 continued ………

ORGANISING
How Much To Delegate
Degree Of Freedom/Empowerment
Tight or Loose Policies/Procedures
Centralization/Decentralisation
Soloism or Team Work

LEADING
 What Motivation Techniques
 Leadership Style (X/Y)
Which Matters Most: People or Plans
The Benefits of Corporate Culture
helps company to achieving its goals.
increases team cohesiveness .
shapes behaviour of staff at work
organisation to be more effective and efficient.
A common culture promotes consistency, resolves
conflict and facilitates coordination and control.
increases staff motivation
A strong culture enables an organisation to pull all its
people together and maximize their potential; this
certainly provides a competitive edge.
FACTORS INFLUENCE ORGANISATIONAL
CULTURE

 HISTORY AND OWNERSHIP

 SIZE

 TECHNOLOGY

 LEADERSHIP AND MISSION

NIIT was founded in 1981 by two IIT, Delhi graduates, Rajendra S Pawar and Vijay K
Thadani with a vision of meeting basic requirements for IT talent in a world moving into
an information based economy. They had anticipations about the unpreparedness of
Indian society to cope with the forthcoming information age and adopted the mission
“bringing people and computers together, successfully”. Initially, NIIT delivered IT
training to a broad spectrum of people – from students seeking a career in computers to
IT professionals requiring advanced skills; from managers giving their careers an edge, to
school children using computers as a learning too. NIIT’s innovative offerings
demonstrated the company’s ability to constantly renew itself to anticipate future
technology trends. From a computer training institute, NIIT has emerged as a global IT
solutions corporation offering knowledge solutions along with developing software
solutions along with developing software solutions. Headquartered in New Delhi, India,
NIIT operated through 100% subsidiaries in the US, Asia Pacific, Europe, and Japan and
has operations in about 40 countries.
Its mission keeps pace with the developments in the field of IT is evolved through
organisationwide discussions which helps develop commitment among employees. The
organisation operates with the help of task teams designed for specific customer
requirements for a specific period to carry out the work. Team culture and openness are
emphasised a great deal. NIIT,s corporate culture focuses on values such as quality,
creativity, and customer satisfaction. The quality culture of NIIT has been the result of
the sustained efforts of its management – perpetuated through induction, socialisation,
reinforcement, innovation, and concern for internal and external customers. The quality
culture is ingrained at NIIT in such a way that the priority is to prevent mistakes rather
than rectify them. Also, quality efforts are backed by results, which are rewarded
Employees are treated as intellectual capital and are looked after well.
The happy and
committed employees ensure customer satisfaction and this has got them
wide acceptance
across the globe. It has got well designed mechanisms for monitoring the
quality for its
products, services and or software processes. Most of NIIT’s businesses
have ISO 9000
certification. The work culture at NIIT has gone through all the stages of
culture
development like symbols, behaviour, organisational values, attitudes,
and shared
assumptions, and probably this is the reason it has been able to sustain it