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11/18/2019
 68% of fortune 500 high
tech company take step to
describe their corporate
culture to job seekers

44% of fortune 500

companies take step to 75% of 500 Canadian
describe their corporate company executives say
culture cultural fit is important

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What is Organisation?
“An organized structure in which a group of people work together who make up a body
for the purpose of administering something.”

What is Culture?
“Intellectual behaviour and artistic ideas, beliefs, values and assumptions of a particular
group.”

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 “Organisational culture refers to the personality or the traits of the
organisation. It emphasis on the values, beliefs and customs of the
employees of the organisation and how these aspects result into mixed
feelings.”
 “It also refers to the common values and beliefs that prevail in an
organisation and enable employees to understand their roles and
customs of an organisation.”
 “Organisational culture consist of value and assumptions shared within
an organization.”

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 Innovation
 Stability
 Respect for people
 Outcome Orientation
 Attention to detail
 Team Orientation
 Aggressiveness

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 Companies with cultures that place a high value on innovation
encourage their employees to take risks and innovate in the
performance of their jobs
 They not only encourage employee but also gives time to work on
their own project
 This approach gives a wide range of exciting new product developed
by engineers or scientist who work on their own

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 Employees at stable corporation exactly knows who is in charge, who
to report and what to do
 Although it is consistent these type of company are not know for
innovation

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 If you work for a people-oriented corporation, you can expect the
company to care about you
 They value fairness and are supportive of individual rights and
dignity
 CEO Jim Goodnight’s philosophy is “Treat employee like they make a
difference and they will”
 Result : “A loyal and dedicated workforce”

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 Companies that focus on results, but not on how the results are
achieved
 In case employee's are trained to do specific job and they are
evaluated on their performance

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 A culture that places a high value on attention to detail expects its
employees to perform their work with precision
 These company are customer oriented companies
 Gives meticulous attention to details

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 Employees who like to collaborate and cooperate with team do well
in these type of companies
 This create strong solid relationship within the organization

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 Companies with an aggressive culture place a high value on
competitiveness and outperforming the competition at all costs
 Company also has low emphasis on social responsibility
 This approach may also lead to legal battle between two organization

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Shared values
Values and beliefs focus organizational energies toward certain
actions, while discouraging the other behavioral patterns. These are
the mental pictures of organizational reality, and form the basis of
defining the right or wrong in the organization.

Assumptions
organizational culture is a pattern of shared basic assumptions that a
group working together for a common goal has created in learning to
cope with the problems of external adaptation and internal
integration.” It is about the correct way to think, talk, perceive, feel and
act, in certain situations.

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 Artifacts :
The observable symbols and sign of an organizations culture
 It provides valuable evidence about a company’s culture
 Four broad categories of artifacts are
 Organizational stories and legends
 Ritual and ceremonies
 Organizational language
 Physical structure and symbol

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 Organizational stories and legends
 Stories have the greater effect on communicating corporate culture when they
describe real people, are assumed to be true, and are known by employees
throughout the organization
 They advice people what to do or no to do

 Rituals and Ceremonies

 Rituals : programmed routines of daily organizational life that dramatize the
organizational culture
 Ceremonies : planned display of organizational culture, conducted
specifically for the benefits of an audience

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 Organizational Language
 How employee talk to one and another, describe customers, express anger,
and greet stakeholders are all verbal symbols of culture values
 Language also highlights value held by organizational subculture

 Physical structure and symbols

 The size, shape, location and age of building might suggest a company's
emphasis on teamwork, environmental friendliness, hierarchy, or any other set
of values.

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 Dominant culture manifests the values shared by a majority of the
organization’s members
 Subcultures form when a group of people within an organization
share a situation, problem, or experience that is unique to them
 Counterculture’s values are in opposition to those of the dominant
culture

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 Areas of differentiation that can cause subcultures to form in
organizations include geographical separation, departmental
designations, functional specialty, tenure and identity
 Example: Human resource management subcultures are divided into
employee-centered, profession- centered, task-centered and
innovation- centered groups.
 Subcultures can also be based on things such as age, sex, union
memberships and occupational or professional skills.

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1. They maintain the organization’s standards of performance and
ethical behaviour.
2. They are the spawning grounds for emerging values that keep the
firm aligned with the evolving needs and expectations of
customers, suppliers, communities and other stakeholders.

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Definition:
“The study of organizational culture in which employees are receptive to change,
including the ongoing alignment of the organization to its environment and
continuous improvement of internal processes.”
Example:
 Facebook has an adaptive culture because it encourages it employees to be
innovative and receptive to change.
 Employees who embrace an adaptive culture see things from an open-systems
perspective.

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 Employees view the organization’s survival and success in terms of ongoing
adaptation to the external environment, which itself is continuously changing.
 Thus, employees in adaptive culture have a strong sense of ownership.
 The phrase, “That’s not my job,” is found in nonadaptive cultures.
 Finally, an adaptive culture has a strong learning orientation because being
receptive to change necessarily means the company also supports action-
oriented discovery.

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Definition:
“A process of diagnosing cultural relations between companies and determining the
extent to which cultural clashes will likely occur.”
Process:
 The bicultural audit process begins by identifying cultural differences between the
merging companies
 Next, the bicultural audit data are analysed to determine which differences
between the two firms will result in conflict and which cultural values provide
common ground on which the cultural foundation can be built
 The final stage involves identifying strategies and preparing action plans to bridge
the two organisation’s cultures

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Successful Unsuccessful

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 Clan Culture
 Adhocracy
 Hierarchy culture
 Market Culture

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 In a clan culture the behavior of individuals are shaped by tradition,
loyalty, personal commitment, extensive socialization and self-
management
 A clan culture achieve unity through socialization
 Long-term employees serve as mentors
 Members are aware of the organization’s history and have an
understanding of the expected manner of conduct and organizational
style.
 Members share feelings of pride in membership.
 Peer pressure to adhere to important norms is strong

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 Organizations existing in the context of an entrepreneurial culture
are characterized by high levels of risk taking and creativity.
 There is a commitment to experimentation, innovation, and being on
the leading edge.
 Effectiveness depends on providing new and unique products and
rapid growth
 Individual initiative, flexibility, and freedom foster growth and are
encouraged and well rewarded

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 In this type of culture the behavior of employees is governed by
formal rules and standard operating procedures. Such a culture
perpetuates stability.
 Organizations with bureaucratic culture tend to produce standardized
goods and services, examples,
 Government ministries
 Fast food establishments

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 In a market culture, the values and norms reflect the significance of
achieving measurable and demanding goals mainly concerning
those that are financial and market based.
 Companies with a market culture tend to focus on,
 Sales growth
 Profitability
 Market share.

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Thank you….

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