1. Building Organizational Culture
Pankaj Kumar
IIM, Lucknow

2. Issues of Concern Meaning of Organizational Culture
Measuring Organizational Culture
Building Organizational Culture

3. Do you really know your Organization’s Culture
Do you really know your Organization’s Culture ? * What 10 words would you use to describe your company? * Around here what is really important? * Around here who gets promoted? * Around here what behaviours get rewarded? * Around here who fits and who does not?

4. The Meaning & Content No Universal Definition.
Various Conceptual Frameworks.
Dimensions of OC.

5. Schein (1985) “ …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, to be taught to new members as the correct way to perceive, think and feel in relation to those problems.”

6. Pareek (1995) “ … a cumulative preference of some states of life over others (values), the predispositions concerning responses towards several significant issues and phenomena (attitudes), organized ways of filling time in relation to certain affairs (rituals), and ways of promoting desired behaviours and preventing undesirable ones (sanctions).”

7. Vision Mission Goals & Objectives Strategies Structure Culture Behaviour Performance

8. Greater levels of awareness
Artifacts & creation
Technology
Arts
Visible & Audible
Behavior Patterns
Visible but often not
decipherable
Values
Greater levels of awareness
Basic Assumption
Relationship to environment
Nature of reality
Time & Space
Nature of Human activities
Nature of Human Relationship
Taken for granted
Invisible
preconscious
Levels of Culture and its interaction

9. Developing OC involves. Developing a strong corporate identity
Developing OC involves * Developing a strong corporate identity * Development of important values * Building healthy traditions * Developing consistent management practices

10. Cultural aspect of HRD concerned with. Development of Appropriate OC
Cultural aspect of HRD concerned with * Development of Appropriate OC * Creating conducive Org. Climate * Improving Communication * Evolving effective reward system

11. Strong Corporate Identity develops when employees have a sense of belonging, and feel proud of working with the organization, which develops as a result of interaction of employees with the organization. * Developing an attractive Induction Booklet * Films on success experiences in the organization * Company newsletters * Mobility of People

12. Developing important values Values of excellence and human consideration develop only by demonstrating these values in action. * Surveys of Values and differences b/w espoused v/s practiced values * Special value orientation programmes * Examining the various systems operating in the organization * Special OD intervention in Cooperation and Collaboration

13. Building Healthy traditions & practices Traditions are built in org
Building Healthy traditions & practices Traditions are built in org. on the basis of important Functional rituals or celebrations * Induction programme for new entrant * Promotions as transition * Ritual associated with “old age” and retirement * Exceptional behaviour * Celebration of special individual & important organizational days

14. Types * Autocratic or feudal culture is characterized by centralized power concentrated in a few persons, and observation of proper protocol in relation to the person/s in power. * Bureaucratic culture is characterized by primacy of procedures and rules, hierarchy and distant and impersonal relationship. * Technocratic culture emphasizes technical / professional standards and improvement. * Entrepreneurial culture in concerned about achievement of results and providing excellent services to the customers.

15. Profile of OC Cultures Focus Climate Ethos Autocratic/ Proper Dependency+ All opposite Feudal Protocol Affiliation values of OCTAPACE Bureaucratic Rules & Control safe playing, Regulations Dependency inertia, conflict & closed Technocratic Perfection Expert power proaction, Extension autonomy, collaboration, experimentation Entrepreneurial/ Results, Achievement OCTAPACE Democratic/ Customers +Extension Organic

16. Learning Culture Model
ACQUIRE
Basic new knowledge, facts, skills,
process, concepts, values and beliefs etc..
TEST
Implications of
concepts in new
situations
EMBED
New knowledge through
reflection and practice
INTEGRATE
New facts into existing concepts and
generalization
Learning Culture Model

17. Building Culture Recruitment and selection. Socialization.
Performance Evaluation.
Leadership. - Employee Motivation & Decision Making
Compensation Packages.
Grievance Handling.
Conflicts & Differences handling.
Discipline & Morale
Career Planing and Development

18. Measuring Organizational Culture
Quantitative
Questionnaire & Survey
Qualitative
Depth Interview
Clinical Intervention
Analyzing Visual Artifacts.
Analyzing stories, rituals and myths.
Participant Observation.

19. Changing Culture # Understand the environmental & other forces that will influence your future strategy # Determine what are the core values that have been fundamental to your business identity, core purpose & success and that you will not compromise # Create a shared vision of what the company needs to become # Assess the existing culture & determine what elements of culture need to change

20. # Determine what changes need to occur to implement strategy and address the gaps # Define the role of senior management in leading the culture change # Craft an implementation plan with targets of intervention, time lines, milestones & accountabilities # Communicate the need for change and plan for change and create motivation and buy in among key stake holders

21. # Identify obstacles and sources of resistance and develop strategies for getting around them # Institutionalize, model and reinforce the changes in culture # Continually reassess the organization’s culture and establish a norm of continuous learning and transformation

22. Organizational Climate & Ethos # Achievement (concern for excellence) # Expert Power (concern for impact through expertise) # Extension (concern for relevance to larger goals and entities) # Control (concern for orderliness) # Affiliation (concern for maintaining good personal relations) # Dependency (concern for approval & maintenance of hierarchical order) * OCTAPACE

23. Constituents of OC Determinants Dimensions - Societal Culture
Constituents of OC Determinants Dimensions - Societal Culture Visual Artifacts - Shared learning from - Values shared history - Leadership Rituals - Consistent Mgt. practices Stories & Myths - Structural Stability Assumptions Consequences Performance Behaviour