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ORGANIZATIONALCULTURE
ByPriyanka Bhagwat 01Prachi Nemade 05
SY MMS (HR)
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culture in society is manifested as
poetry
music
artlothesfashionsStories
films
folklore
festivalstitles
status symbols
literature
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Aspects of culture
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Booz & Company Definition ofCulture
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What is Organizational Culture?
The basic pattern of shared values andassumptions governing the way employeeswithin as organisation think about and act onproblems and opportunities.
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assumptions
and beliefs.
values
artifacts andbehavior
3 tiers on an organizational culture
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How EmployeesLearn Culture/
How it is reinforced
Material
SymbolsLanguage
Stories Rituals
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Innovation and Risk Taking Attention to Detail Outcome Orientation People Orientation Team Orientation Aggressiveness Stability
Characteristics of OrganizationalCulture
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CULTURE IS AS CRITICAL AS STRATEGY AND ORGANIZATION AND ALL THREE
MUST BE IN SYNC
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Culture Correlates With High Performance
By booz and company
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Types of Organizational Culture
CLAN ADHOCRACY
HIERARCHY MARKET
INTERNALFORCES
EXTERNALFORCES
STABILITY
FLEXIBILITY
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How Organizational
Cultures Form
Philosophyof the
Organizations
FoundersOrganizational
CultureSelection
Top
Management
Socialization
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Three Different Categories Of Cultural Issues
C
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Culture matters it can makeor break your company
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CUSTOMERS FIRST
THE WORK CULTURE
RECRUITMENT AT CISCO
'BUILT TO LAST'
It follows a principle of customerfocus, transparentcommunication, employee
empowerment, integrity andfragility.
CISCO'S CULTURE
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Pleasanton, California, business
management software company Our true competence is our
culture, explains Dave Duffield.Thats what attracts people andkeep them here.
competent, trustworthy, and fun. respect technology and flexible customer
service. Selection of candidate. The company has grown faster than
SAP and Oracle and is now thesecond largest provider of business
management software (after SAP).
ORGANISATIONAL CULTURE AT PEOPLE
SOFT
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Hewlett Packard (HP) is a global organizationwith a corporate culture that is spread toemployees around the world.
Five well-established values known as The HPWay
These values include
trust and respect for individuals,
a focus on achievement and contribution,
the conduct of business with uncompromisingintegrity,
achievement of common objectives throughteamwork,
encouragement of flexibility and innovation
Hewlett Packard (HP)
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HP always renounced the "hire and fire" mentality
offered its employees "almost perfect job security
.
trusted in the "individual's own motivation to work"
treated their employees as family members
stock options and profit sharing scheme
extensive employment benefits such as scholarships for the employee's children etc.
company's objectives serves guideline for "all decision-making by HP people,
They cover as follows:1. Profit,
2. Customers,
3. Fields of Interest,
4. Growth, Our People,
5. Management, and6. Citizenship.
Follow strategies nowadays comprise mainly the "Management by Objectives","Management by Wandering around" meaning informal communication within thecompany, and "Total Quality Control"
The HP Way
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Problems several years ago encouragedHP to change its culture.
The HP way is seen as model forcorporate culture in many countries.
The roots of many subsequent
companies are located in HP, e.g. SteveWozniak, who worked at HP and laterco-founded Apple.
This has led to the establishment of a
new corporate culture in Silicon Valleyand many firms have tried to imitatethe HP way and adopted measures suchas stock options, innovative work rules,teamwork, and profit sharing.
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CHANGING ORGANISATIONAL CULTURE
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Facts
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There were large differences in profiles, grades,
designations and salaries of personnel There was uneasiness among the staff of BoM as
they felt that ICICI would push up the
productivity per employee, to match the levels ofICICI
BoM employees feared that their positions wouldcome in for a closer scrutiny.
They were not sure whether the rural brancheswould continue or not as ICICI's business waslargely urban-oriented.
Immediate Impact
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Employee behavioural pattern study
Steps taken to Decrease resistance
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Established clearcommunication channelsthroughout
Training programmes were
conducted which emphasizedon knowledge, skill, attitudeand technology to upgradeskills of the employees
Direct dialogue with theemployee unions of the BoMto maintain good employee
relations
Steps taken to Decrease resistance
of change by ICICI
By June 2001 the process of integration
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ICICI transferred around 450 BoM employees to ICICI Bank, while 300ICICI employees were shifted to BoM branches. Promotion schemes for BoM employees were initiated and around 800
BoM officers were found to be eligible for the promotions. End of the year, ICICI seemed to have successfully handled the HR aspects
of the BoM merger.
The win-win situation created
We do put people under stress by raising the bar constantly. That is theonly way to ensure that performers lead the change process.K. V.Kamath, MD & CEO, ICICI
Noticing Small Changes Early Helps You Adapt To The Bigger Changes
That Are To Come Change Happens, Anticipate Change, Monitor Change, Adapt To Change
Quickly. Enjoy Change! Be Ready To Change Quickly And Enjoy It Again
By June 2001, the process of integration
between ICICI and BoM was started
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Coca-Cola India Culture
Flexible
01020304050607080Rigid
BureaucraticAccountableIndividualistic
Tentative
Risk-avoidingPeople-oriented
Directive
Strategically orientedStatus quo
ApatheticntrepreneurialUnaccountable
Collaborative
DecisiveRisk-taking
Task-oriented
ParticipativeShort-term oriented
ProgressivePassionate
We aspire to be amongst the Most Respected Compan ies in Indiaas we continue to leverage the Per Cap G rowth Opportunity by building aProfitable, Sustainable, Year Round Business
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Founder sam waltons concern and respect forstaff from the foundation of the company
An environment of trust
Meet staff Calling employees by their first name
Encouraged change to maintain thecompetitive edge.
Wal-Mart
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Its relaxed culture
Encourages informality
Staff to have fun at their jobs
Employees are valued
Staff are encouraged to pitch in
and help out
Southwest Airlines
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Based in Ventura, California
Focus on work-life balance.
"Let My People Go Surfing"
"The time we spend outside the office helps us managethe storytelling process around our products," says BonDurant, a 10-year Patagonia veteran and an avid
mountain climber. "We're designing ski and surfingapparel, we need to be traveling and trying things out."
Flexi-time
G l
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Flat management structure
No task too small for anyone to pitch in
Googlers have to be Googley
Google-O- Meter Culture clubs
G l
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Free work schedule
Relaxed, team-based atmosphereHigh expectations Focus on flexibility and creativity,
Leaders are entrepreneurial Effectiveness measured in creativity and innovation
Vibrant workplace, but high risk taking
Z
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Deliver WOW Through Service
Embrace and Drive Change Create Fun and A Little Weirdness
Be Adventurous, Creative, and Open-Minded
Pursue Growth and Learning Build Open and Honest Relationships With
Communication
Build a Positive Team and Family Spirit
Do More With Less
Be Passionate and Determined
Be Humble
Zappos
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zappos
Cultural fit
Pay raises - Skill tests
Cultural evaluations
Allow your employees to make decisions ontheir own
Offer $3000 to leave
Ringing bells Million dollar t-shirt
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If you keep your staff happy then the
customer will be happy, and if you keepthe customer happy then the shareholdersare happy
Aggressiveness
Innovation
Risk-taking People orientation
Virgin Group
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Making bright minds shine brighter Abundant opportunities
Warm and people friendly environment
Minds are constantly in motionCareer is personally rewarding and
professionally enriching
Aditya Birla Group
Changes taken by K.M.Birla in
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1.Retirement policy
2.Corporate logo
3.Recruitment process
4.Change in decision making
5.Scholarships to students and Awards toemployees
6.Happiness at work
7.Hierarchy based on performance of employees8.Changes in reporting
Changes taken by K.M.Birla in
Company
I f
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Infosys
Infosys has a very open-minded work cultureit is a place where there is minimalhierarchy and people are unafraid to voicenew ideas
All employees have a sense of pride to be aInfoscion (they proudly call themselves!)
Lif @ I f
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Life @ Infosys
These are aspects of life at Infosys that describe what it is
like to be an Infoscion.
Excel at challenging and exciting work assignments
Continuous learning for professional and personaldevelopment Enjoy a fun place to work Synchronize with the Company's Business and Growths
D t d lt f I f
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Day-to-day culture of Infosys
Spot awards.
Every Tuesday formal dressing.
Cubicle decoration.
Employees can easily meet the topmanagement persons.
Team outing after completion of a project
PUMA
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PUMA
The fastest route between
Rajiv Mehta, managing
directors rooftop cabin
and that of his colleaguesis a red, fibre-reinforced plastic,
Puma-branded slide.
OFFICE AS LIVING ROOM
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OFFICE AS LIVING ROOM
Flowing desks and an equally fluid bookshelf.
A little bit of modern and a little bit of retro
Leather rugs
Vintage-looking chest of drawers for papers
A hand-drawn cart serving as a magazinestand
A custom-made sofa
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Office as brand ambassador Joy and energy are very important elements of
our work culture
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Office as hang-out zone
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Office of the future? Vibrant, lively, casual and recreational
Its approach is more likely to be echoed increative organizations such as advertisingagencies, rather than mainstream marketers.
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Europe India
Character
Quality is a given
Adherence to specifications Penalties in case of non- performance
Promises have to be kept Law & Order attitude
Quality is a sales argument
Tend to generalize rather than being specific
Incentives for completing the transaction Confirmations are flexible Spirit of the Law attitude
Perspectives Precise & accurate
Men and women are self- reliant; Do it yourself attitude
Think practical Servants make life easier from childhood on
Communication Clear & Brief
Black / White
Yes / No
Indirect way of communicating
Reading between the lines
Saying no is impolite
Work Culture Similarities anddifferences between India andEurope
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Dictionary Yes / No
Yes means Agreement, Confirmation isfix
No means Definite refusal, No furtherdiscussions!
Yes means I hear you, I understand, I agree Saying No is impolite
Social Structures Live in small families
Generations go separate ways
Need freedom,
privacy is very important
My home is my castle Business is in most cases independent tothe relatives
Live in large families
Strong bonding within the family
Hardly any personal sphere,
privacy, think in terms of we
mix private & business Doing business with Indians means the entirefamily is included
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FINDING YOUR
CULTURE
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Conclusion
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Positive corporate culture is now a prerequisite forsuccess rather than a competitive advantage.
It allows the hiring and retention of top-qualitystaff. Ideally established at a companys infancy.
It can be changed over time, if a corporate culture islowering morale, a top-down approach is needed,setting out the vision from the top anddemonstrating acceptable behaviour.
Improving workplace culture makes employeesexperience happier and this in turn leads toimproved profitability.
Conclusion
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THANK YOU