Organizational

Culture
Learning Objectives:
● Enumerate and discuss the stages of
socialization;
● Explain the importance of organizational
culture;
● Explore and value the meaning of
workplace spirituality; and
● Distinguish the dimensions of corporate
social responsibility
Organizational Culture Overview

According to Edgar Schein,

organizational culture is a pattern
of shared basic assumptions that
the group learned as it solved its
problems of external adaptation and
internal integration that has
worked well enough to be considered
valid and, therefore, to be taught
to new members as the correct way
to perceive, think, and feel in
relation to those problems.
 Level 1

Level 2

Level 3

Three (3) layers of organizational culture

model developed by Edward Schein
Socialization
and
Culture
 Socialization and Culture
Socialization is a process by which an organization
brings new employees to the organization. It is a
continuous process throughout an individual’s career.
It is the transmittal of values, attitudes, practices, and
traditions in the workplace from older to younger
employees.
 Stages of
Socialization
ANTICIPATORY
SOCIALIZATION
● These include the activities that an individual
undergoes before entering an organization.
● Tries to acquire as much information about the
job and the organization.
● During recruitment, information about the
company, job description, and possible career
paths in the organization should be provided by
the organization.
ACCOMODATION
● Tries to fit in the organization‘s culture.
● Establishes new relationships with co-workers and
superiors.
● Begins to blend and adapt by clarifying their roles and
learning the organization's assigned tasks and
responsibilities.
● The company should offer orientation and training
programs, challenging tasks, and performance
evaluation processes.
ROLE MANAGEMENT
● Conflicts may arise from time to time.
● New hire tries to deal with conflicts between work and
home or between him/herself and a co-worker or a
superior.
● The org or the company should provide counseling
sessions and should also deal with stress effectively.
● Job satisfaction is also necessary to minimize conflicts,
absenteeism, and turnover.
7 Techniques for
Employee Stress
Management

https://blog.vantagecircle.com/stress-management/
1. A Culture of Rewards and Recognition

Remember, toxic work culture is always the culprit

behind high levels of stress in the workplace.

In fact,

57% of people report leaving work feeling exhausted

and that a toxic atmosphere often compounds that
stress.
 It is critical for team members to appreciate one another’s efforts to bond and work
better together. The use of rewards and recognition is an excellent technique to cultivate a
healthy work atmosphere. It helps the organization in:
 2. Make room for regular
surveys

You must conduct timely surveys to generate

honest employee feedback as a manager. It will
give a clear insight into the employees’ thoughts
and feelings about the organization.

It does not stop after you get feedback from the

employees. You need to work on their concerns
and solve them immediately. This will reduce
the frustration levels and keep stress at the bare
minimum.
Understanding the needs and requirements of the workforce is a crucial
aspect of stress management. As a manager, you need to get a clear
picture of-
3. Good employee perks
and benefits

As a manager, you must keep your employees satisfied

with the help of various employee perks and benefits.
It can include-
4. Focusing on Employee health and well-being

It will help them invest their free time in releasing stress. That is
why it is critical that employees receive support in improving
and tracking their overall well-being.
5. Encouraging Self-Management

Self-management is the ability to manage one’s

behaviors, thoughts, and emotions in different
situations. The primary goal of self-
management is to improve performance and
work efficiency.

Self-management helps you understand your

own strengths and weaknesses. When an
individual acknowledges their flaws, it gives
them the opportunity to improve themselves.
It encourages an employee to

In the long run, it helps the employees in upskilling and enhances their ability
to work. It broadens their knowledge in their area of expertise. Thus,
employees will feel more competent, and the stress related to personal growth
will be eased.
6. Resolving Conflicts between employees

Conflicts are inevitable in an organization. They are bound to

happen. However, you can reduce employee stress in the workplace
with good conflict resolution skills.

As a manager, you must have the

right conflict-resolution skills and
follow the necessary steps. You have
to make sure that the situation
remains under control.
As a moderator, you need to
7. Realistic Goal Setting

A goal that is unattainable can create chaos and

frustration and increase stress levels.

It is the same with your employees. If they

cannot achieve their goals, it creates a cloud of
doubt on their ability. This can further lead to
high levels of burnout and stress.
As a leader, you must set realistic and tangible
goals for your employees. Good goal setting
includes:
Can Organizational
Culture Be
Changed?
• An organizational culture comprises a set of
characteristics that developed over the years.
• It is Deeply rooted in high-held values, customs,
traditions, and norms that are strengthened and
maintained through VMG, administrative practices,
and others.
With these characteristics, can organizational culture
be changed? Cultural change can take place in an
organization when some, if not most, of the following
conditions exist:
A crisis or state of
emergency
• This situation is characterized by a sudden setback
that challenges and weakens the status quo.
• Examples include heavy financial loss, below-par
industry standing, loss of major customers, or a
dramatic technological breakthrough.
Turnover in
leadership
• When a new leader comes, the organization can
have a new set of values that are more capable of
responding to the present crisis.
Young and small
organizations
• When a new leader comes, the organization can
have a new set of values that are more capable of
responding to the present crisis.
Weak culture

• A weak culture can be easily changed where values

are not deeply entrenched among its members.
Ivancevich and Matteson
Identified five (5 ) intervention strategies to bring cultural change to the
organization

1. Change people’s behavior

2. Explain the reasons and benefits for the change
3. Communicate through memos, stories, and other forms to motivate
others to change
4. Socialize with new members
5. Remove existing members who deviate from the culture
Elements that an
organizational culture is a
source of competitive
advancement
Development of a corporate culture
● Development of a culture that gives importance to the organization’s
history and heritage.
● The sense of accomplishment in the past and the continuous valuing of
these experiences will help develop a sense of appreciation for the
company’s past.
● Key people in the past who greatly contributed to the organization
become role models of the present employees.
Development of unity and oneness
● The values can be summarized into phrases that depict the organization’s
fundamental principle that can be assimilated into employees' working
lives.
● Employees feel that they are important by how they are trained and
rewarded for their efforts.
● They will feel good inside, and this will create a culture of satisfaction
and loyalty to the company.
Create an empowered mindset
● Employees can participate in certain decisions and are allowed to work
on their own.
● It will create an environment that is conducive to open communication,
and they will be happy to share their talents and skills and work toward
the achievement of the organization's goals.
Credo and Corporate
Responsibility
The four dimensions of corporate responsibility are:

1. Economic

2. Legal

3. Ethical

4. Voluntary and philanthropic

Workplace spirituality
• It is not about God, religious practices, or theology but about
recognizing the importance of an inner life to people.
• Before, spirituality was disregarded as part of an individual's working
life. They propagate rational thinking and eliminate the concept of
“feeling” or emotion.
• Today, the study of emotions has greatly improved our understanding
of organizational behavior, and OB specialists can better understand
employee behavior and attitude in the 21st century.
Cultural Characteristics of
Spiritual Organizations
1. STRONG SENSE OF PURPOSE

• Provide a clear vision and mission

which revolve around a meaningful
purpose.
• They are not only after profits but
also the welfare of employees.
• They build strong values which can
be a good foundation for employees
to emulate
2. FOCUS ON INDIVIDUAL
DEVELOPMENT

• SO recognize people’s abilities; they

want employees to learn and grow.
• They build cultures where employees
feel secure and comfortable while
working in the company.
3. TRUST AND OPENNESS

• SO provides a “trusting”
environment
• Managers admit their fault and not
afraid to commit mistakes.
• They deal with everyone fairly.
4. EMPLOYEE EMPOWERMENT

• Strong sense of trust empowerment

promotes learning and growth.
• Employees are allowed to make most
of the work-related decisions.
• Managers trust their employees to
deliver results.
5. Toleration of employee expression

• SO do not suppress individual

emotions.
• Managers provide counseling to their
subordinates when needed
 Thank you!
Catacutan, Ronisa R.
Degamo, Johndy V.