ORGANIZATION

CULTURE
AGENDA
• What is Organization Culture?

• Building the cultural infrastructure

• Emotional Infrastructure

• Culture Models

• Spirituality & Org Culture

• Cross Cultural Aspects

According to Dr. Jaques “the culture of the factory is its

customary and traditional way of thinking and doing of

things, which is shared to a greater or lesser degree by

all its members, and which new members must learn, and

at least partially accept, in order to be accepted into

service in the firm…”. (Jaques, 1951, p251)

DR . EL L I O T T JA Q UES I N H I S B O O K THE CHANGING

CULTURE OF A FACTORY . ( JA Q UES , 1 951 ).

UNDERRATED?
207 large US Companies in 22 industries across 11 years…

Landmark Research Study – Corporate Culture and Performances

1000%
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0%
Managed Cultures well Did not manage cultures well
Stock Prices Revenue Net Income
CU LTURE EA TS STRA TEGY FOR B R E AKFAST
– P E T E R D R U C KER

O R G A N I Z A T I O N A L C U L T U R E E A T S
S T R A T E G Y F O R B R E A K F A S T , L U N C H
A N D D I N N E R
PERSPECTIVES ON CULTURE
The values and behaviors that contribute to
the unique social and psychological
environment of an organization.

(1) the ways the organization conducts its

business, treats its employees, customers,
and the wider community,

(2) the extent to which freedom is allowed in

decision making, developing new ideas, and
personal expression,

(3) how power and information flow through

its hierarchy, and…

(4) how committed employees are towards

collective objectives.
O R G C U LT U R E
PERSPECTIVES ON CULTURE
Organizational Culture =
Organization’s Shared Values + Symbols + Behaviors +
Assumptions

The last thing that fish will discover in the ocean

is water!
ELEMENTS OF CULTURE
Johnson and Scholes Cultural Web

Stories

Controls Symbols

Vision/Purpose
Culture

Rituals
Org
and
Structure
Routines

Power
Structures
 • Culture is built through shared learning and mutual experience
• Focus on a problem, challenge or goal and how culture is impacting the
related work, and not on culture change
• Results or consequences are necessary for any new cultural attribute to
form.
• The vast majority of what you hear about culture is actually focused on

ASPECTS OF climate. It’s critical to understand the underlying cultural norms or

expectations that are actually driving the vast majority of behavior we see..
CULTURE CHANGE • Define a “FROM-TO shift” from defensive to constructive expectations
• Repeatedly engage groups to define and continuously refine plans to improve
results with a meaningful mission priority and support the targeted FROM-TO
shift.
• It’s critical to adjust management, communication and motivation systems
or habits to translate plans to effective action and shift the operating model.
• Culture transformation starts with personal transformation.
PRINCIPLES OF MOBILIZING ORGANIZ ATION
C U LT U R E
 BUILDING THE
C U LT U R A L S A N J AY

INFRASTRUCTRE
BUILDING ORGANIZATION CULTURE

Organisation building = Building the organizational infrastructure

2 Rules of infrastructure

1 To be able to use it, you must first build it

2 It must be built ahead of its need

Role of Leadership: Consciously Building the Infrastructure

Source: Go Kiss the World by Subroto Bagchi

ORGANIZATIONAL INFRASTRUCTURE
Physical Infrastructure
• Easiest to comprehend and
create
• Put money on ground and you
will have it
• But it is also the easiest to
mimic.
Intellectual infrastructure
• Needs thought leadership and
engagement
• Consists of systems, processes,
methodologies and assets like
intellectual property
• The intellectual infrastructure of
an organization creates
differentiation
• But even that differentiation is
fleeting.
Emotional Infrastructure
• Is what makes a corporation
truly memorable
• Collection of all the emotional
assets of an organization –
artifacts, beliefs, assumptions,
values, vision and purpose
• It is shared consciousness and
the soul of the enterprise. It is
culture and beyond
• It is about building an
institution…values and vision
• And values in action is the
culture of the organization
Source: Go Kiss the World by Subroto Bagchi
ORGANIZATION CULTURE:
LEADERSHIP INFLUENCE
• “Smell of the Place” – the feel of the place….
• What do you perceive – Tata’s, Reliance, Google, Amazon, Netflix

• It is not about changing people

• It is about creating the context…..role of leadership
• Is to Fontainebleau forest or downtown Calcutta in summer

• The same individual behaves differently in two different contexts and it is the quality of
management/ leadership who create the right context around their people to improve their
contribution to the company

Source: Smell of the Place by Sumantra Ghoshal

Source: Netfix Culture: Freedom & Responsibility
CULTURE CONTEXTS

CONSTRAINT VS STRETCH

COMPLIANCE VS SELF-DISCIPLNE

CONTROL VS SUPPORT

CONTRACT VS TRUST

Source: Smell of the Place by Sumantra Ghoshal

Source: Netfix Culture: Freedom & Responsibility
CREATING THE RIGHT CONTEXT
 EMOTIONAL GAURI
INFRASTRUCTRE
EMOTION
HOW EMOTION AFFECTS JOB
PERFORMANCE
AFFECTIVE EVENTS THEORY
 EMOTIONAL INFRASTRUCTURE & ITS
IMPORTANCE
• The shared affective values, norms, artifacts, and assumptions that govern which emotions
people have and express at work and which ones they are better off suppressing.
• Emotional Infrastructure is a perceptible energy field that makes people go the extra mile, not
for financial gain but for their colleagues and their Company.
• Emotional infrastructure is the emotional component of employees that helps organizations
achieve excellence and effectiveness.
• Aggregated positive feelings employees have for the organization and each other.
• It influences employee satisfaction, burnout, teamwork, and even hard measures such as
financial performance and absenteeism.
FACTORS THAT BUILD EMOTIONAL
INFRASTRUCTURE
• PROXIMITY
• RICH COMMUNICATION
• MYTHS AND RITUALS
• BONDING THROUGH ADVERSITY
• VOLUNTARY SUPPORT NETWORKS
• A BOLD VISION
• DEEPER VALUES
• EXTREME EXCLUSIVITY
EMOTIONALLY BONDED
ORGANIZATION : MINDTREE
RED FLAGS - CULTURE DERAILER
C U LT U R E A A S H I TA
MODELS
EDGAR SCHEIN MODEL
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.
CASESTUDY – DIGITAL EQUIPMENT CORPORATION
Digital Equipment Corporation (DEC), was a major American company in the computer industry from the 1950s to the 1990s. It became "the nation's second-
largest computer company, after IBM." It was a leading vendor of computer systems, including computers, software, and peripherals.

DEC was acquired in June 1998 by Compaq, in what was at that time the largest merger in the history of the computer industry. Not long thereafter, Hewlett-
Packard bought Compaq, "creating a technology company second in revenue only to IBM.“

Cultural Infrastructure at DEC:

Problem Statement for the consultant:
Help a management group improve its communication, interpersonal relationships, and
decision making.

Observations:
(1)High levels of interrupting, confrontation, and debate;
(2)Excessive emotionality about proposed courses of action;
(3)Great frustration over the difficulty of getting a point of view across; and
(4)A sense that every member of the group wanted to win all the time.

Solution:
The key here is to examine your own assumptions about how things should work in
these organizations and began to test whether these assumptions against those operating
in the clients’ systems. This step—examining the shared assumptions in the organization
or group one is dealing with and comparing them to one’s own—takes one into cultural
analysis and forms the basis of any proposed culture changes.
For example: In this context, people believed that being polite is not important and only
the ideas that survive a debate are worth pursuing.
 ORG
C U LT U R E
COMPETING
VALUES
FRAMEWORK

This framework was developed by researchers - Kim Cameron and Robert Quinn.
From a list of thirty-nine indicators of effectiveness for organizations, they found two
polarities by statistical analysis that make the difference when it comes to organizational
KIM CAMEROON AND
effectiveness. Organizations have to choose whether they have:
RO B E RT Q U I N N
• Internal focus and integration - or - External focus and differentiation
• Stability and control - or - Flexibility and discretion
 EXAMPLES OF DIFFERENT ORG CULTURES

Twitter &
Facebook
Zappos

Large
organizations: GE &
Govt firms, Oracle
McDonalds
SPIRITUALITY AND
O R G A N I Z AT I O N S WA P N A

C U LT U R E
SPIRITUALITY AND ORGANIZATIONAL CULTURE

Work place spirituality :

..Not about religious practices; God or

theology

Often we ask ourselves:

What am I doing? Human mind is like a parachute.

It works better when you what you do meets your purpose
Why am I doing?

How am I doing
 SPIRITUALITY AND ORGANIZATIONAL CULTURE
• Some of the reasons for growing interest in spirituality

– An increasing number of people finding that the pursuit of more material acquisition leaves
them unfulfilled..

– Job demands have made the workplace dominant in everyone’s life and yet the questions
on meaning of work remains unanswered..

– Single parent families, geographic mobility, temp nature of jobs, new tech create distance
between people..

– The desire to integrate personal life values with one’s professional life..
 SPIRITUALITY AND ORGANIZATIONAL CULTURE
Characteristics of an spirituality influenced culture..

Focus on Trust and Humanistic work Toleration of

Strong sense of Individual employee
purpose Respect practices
development expression
• People want to • Believes in • Mutual trust, • Flexible • Allow people to
be inspired by a recognizing the honesty and schedules, group be themselves
purpose that they worth and value openness and organization
believe is of people and are based rewards,
important and just not providing narrowing of pay
worthwhile jobs and status
differential,
•
stability in work
environment
C R O S S C U LT U R A L S WA P N A
MANAGEMENT
CROSS CULTURAL MANAGEMENT
• More and more business is now conducted across
national lines..

• International business in multiple forms like wholly-

owned foreign affiliates, joint ventures, strategic alliances
etc making cross-cultural work environment a part of
work life..

• An entirely different set of cross-cultural issues arises

when managing people from multiple cultures within a
single organization..
 CROSS CULTURAL MANAGEMENT
There are many cross culture models from experts in the field
• Edward Hall, who classified groups as mono-chronic or poly-chronic, high or low context and past-
or future-oriented.
• Kluckholn & Strodtbeck Model- Six Basic Orientations attitude to problems, time, Nature, nature
of man, form of activity and reaction to compatriots.
• Hofstede’s 4-D model looked at power distance, collectivism vs. individualism, femininity vs.
masculinity and uncertainty avoidance long-term vs. short-term orientation.
• Trompenaars’ dimensions came out as universalist vs. particularistic, individualist vs. collectivist,
specific vs. diffuse, achievement-oriented vs. astrictive and neutral vs. emotional or affective.
 THE LEWIS MODEL - CCM
• The Lewis Model is the latest to gain world-wide recognition, being developed in the 1990s and articulated in
Richard Lewis’s blockbuster, When Cultures Collide (1996), which won the US Book of the Month Award in 1997.
• Richard Lewis expanded concepts of monochronic and polychronic cultures in to the broader ones:

Linear Active Multi-Active Reactive

• Are task-oriented, highly-
organized planners,
• English-speaking world –
North America, Britain,
Australia and New Zealand,
and Northern Europe,
including Scandinavia and
Germanic countries
• Are emotional, talkative and • Are good listeners, who
impulsive people who attach rarely initiate action or
great importance to family, discussion
feelings, relationships, people in
general. • all major countries in Asia,
except the Indian sub-
• Southern Europe, Mediterranean continent, which is hybrid
countries, South America, sub-
Saharan Africa, Arab and other
cultures in the Middle East, India
and Pakistan
THANK YOU!