PROFILE OF ORGANIZATIONAL

CULTURE & HISTORY OF

ORGANIZATIONAL DEVELOPMENT

Presented by

Brijesh Kumar
Kanavdeep
Anilpal
Yogesh jaitly
Mayank jyoti
INTRODUCTION OF CULTURE

 Culture is the collection of shared values, beliefs,

norms, tradition, attitude and perception.
 In short, culture is the social glue that helps hold
an organization together by providing appropriate
standards for what employees should say or do.
Culture is learned behavior
Culture is shared
Culture is symbolic
Culture is all encompassing and integrated
Culture are dynamic
Culture are both adaptive and maladaptive
ORGANIZATIONAL CULTURE

• Organizational culture is an idea in the field of

Organizational studies and management which
describes the psychology, attitudes, experiences, beliefs
and values (personal and cultural values) of an
organization.
• In short, organizational culture as the set of shared
beliefs, truths, assumptions, and values that operate in
organizations
• It is not inborn.
• It has to be invented and letter developed over a period
of time.
• It enables employees to perform within the framework
of organization’s culture.
Cont…

Environment
 both internal and external plays dominant role in developing the organizational culture and so
does demographic factors.
That’s why we generally refers to Japanese or Indian culture.

It is therefore environment specific in nature.

It is common binding factor in the organization that’s helps to develop professionalism among its

employees.
It promotes standardization in various systems & subsystems, which reduce role conflict to a great extent

DIMENSION OF ORGANIZATION
CULTURE
IMPORTANCE OF
ORGANIZATIONAL CULTURE
They may have an emphasis on product quality,
customer care or employee relations.
 Therefore the organizational culture influences
organizational strategy, performance and policies.
By organizational culture we can make the
decision and resolved the conflicts that is very
necessary for the growth and development of any
organization.
It promotes formal communication that improve
productivity and job satisfaction.
Cont..
India is a multi religious, multi lingual, & multi
cultural society.
Organizational culture promotes equality and
work culture.
ELEMENTS OF ORGANIZATIONAL
CULTURE

G. Johnson identify a number of elements that can be

used to describe or influence Organizational Culture.
The Paradigm
Control Systems
Organizational Structure
Power structure
Symbols
Rituals and routines
Stories and myths
THE PARADIGM
What the organization is about; what it
does; its mission; its values.
CONTROL SYSTEM
The processes in place to monitor what is going
on.
Role cultures would have vast rulebooks.
There would be more reliance on individualism
in a power culture.
ORGANIZATIONAL STRUCTURE
 Organizational Structures: Reporting lines,
hierarchies, and the way that work flows through the
business.
POWER STRUCTURE

 Who makes the decisions

 how widely spread is power
 what is power based
SYMBOLS
These include organizational logos and designs,
but also extend to symbols of power such as
parking spaces and executive washrooms.
RITUALS AND ROUTINES
Management meetings, board reports and so on
may become more habitual than necessary.
STORIES AND MYTHS
Stories and Myths build up about people and
events, and convey a message about what is
valued within the organization
FUNCTION OF ORGANIZATIONAL
CULTURE
• It gives members an organizational identity
• It facilitates collective commitment
• It promotes systems stability
• It shapes behavior by helping members make
sense of their surroundings
• It provides a boundary
• It helps organizational members stick to
conformity and expected mode of behavior
LEVELS 0F CULTURE
Three levels of culture are
Artifacts
Shared values
Basic assumption
OBSERVABLE ARTIFACTS OF
CULTURE
These
 are the symbols of culture in physical and social work environment.
These are visible and most accessible.

They includes organizational heroes.

Organizational culture emanates from the top management and their leadership styles.

These leaders become the role model.

Employees would like to copy their behavior, work ethics and represent what an

organization stands for.
.
SHARED VALUES

Shared
 values lie at the very heart of the
organizational culture.
It helps turn routine activities into valuable,

Important actions, tie the corporation to
important value of society, which may
provide very distinctive source of competitive
advantages.
BASIC ASSUMPTION
These are the fallout of shared value system and
observable artifacts of culture.
Employees, over a period of time form within
themselves a common cultures.
Example
In Bajaj automobiles, everybody comes in times
to the plant.
So punctuality is the common assumption that
is embedded in their organization.
 Maruti Udhog
 Safety is accorded a high priority.
 So Workers health and safety in plant therefore is
assumed a common assumption
STRONG Vs WEAK CULTURE
Strong culture is said to exist where staff
respond to stimulus because of their alignment
to organizational values.
In such environments, strong cultures help firms
operate like well-oiled machines, cruising along
with outstanding execution and perhaps minor
tweaking of existing procedures here and there.
Where culture is strong—people do things
because they believe it is the right thing to do.
weak culture is said to exist where  there is little
alignment with organizational values and control
must be exercised through extensive procedures
and bureaucracy.
Culture according to Hofstede
Hofstede identified five 
dimensions of culture in his study of
nations.
Power Distance
Uncertainty Avoidance
Individualism vs. Collectivism
Masculinity vs. Femininity
Long-Term Orientation vs Short-Term
Orientation
Cont…
Individualism vs. Collectivism
Masculinity vs. Femininity: Refers to the
value placed on traditionally male or female
values. Male values for example include
competitiveness, assertiveness, ambition, and
the accumulation of wealth and material
possessions.
According to Deal and Kennedy..
Deal and Kennedy defined organizational
culture as the way things get done around here.
They measured organizations in respect of:
Feedback - quick feedback means an instant
response. This could be in monetary terms, but
could also be seen in other ways, such as the
impact of a great save in a soccer match.
Risk - represents the degree of uncertainty in
the organization’s activities.
 According to Charles Handy…
 Fore type of organizational culture are found
  Power Culture: which concentrates power among a
few. Control radiates from the center like a web.
  Role Culture: people have clearly delegated
authorities within a highly defined structure.
  Task Culture: teams are formed to solve particular
problems.
  Person Culture: exists where all individuals believe
themselves superior to the organization.
ROLES OF ORGANIZATIONAL
CULTURE

Carry out job analysis periodically

Encourage the individual in public for good
work done
Define clearly the job requirements
Celebrate the festivals that the employee greatly
value
Organize the social function
Ensures the quality decision
Show concern to all employee
Encourage innovative ideas and reward them
ORGANIZATIONAL CULTURE AND
CHANGE

There are a number of methodologies

specifically dedicated to organizational culture
change such as Peter Senge’s Fifth
Discipline and Arthur F Carmazzi's Directive
Communication.
Cummings & Worley give the following six
guidelines for cultural change, these changes
are in line with the eight distinct stages
 mentioned by Kotter.
1. Formulate a clear strategic vision.
2. Display Top-management commitment.
4. Modify the organization to support
organizational change.
5. Select and socialize newcomers and
terminate deviants.
6. Develop ethical and legal sensitivity.
ORGANIZATIONAL DEVELOPMENT

 Organization development (OD) is a planned,

organization-wide effort to increase an
organization's effectiveness and viability.
 Warren Bennis, has referred to OD as a response
to change, a complex educational strategy
intended to change the beliefs, attitudes, values,
and structure of organization so that they can
better adapt to new technologies, marketing and
challenges, and the dizzying rate of change itself.
OD
 is a field of applied behavior science technologies.
It is related to planned change.
OD is related to achieving congruence among organizational components like structure, culture and
processes.
OD is a long term strategy intended to change beliefs, attitudes, values, and organizational structures.
It involves initiating actions so that organizations are transformed into learning organization.
 
 Kurt Lewin (1898–1947) is widely recognized as
the founding father of OD, although he died before
the concept became current in the mid-1950s.
 The term "Organization Development" is often
used interchangeably with 
Organizational effectiveness, especially when used
as the name of a department within an organization.
 Organization development is a set of behavioral
science based theory, values, strategies and
techniques aimed at the planned change of the
organization work setting for the purpose of
enhancing the organizational performance.
OVERVIEW OF ORGANIZATIONAL
DEVELOPMENT
 OD refers to development of following elements of
organization.
 Development of individuals, teams and organization.
 Development can only take place when an appropriate
knowledge is achieved and passed on to the subordinates.
 It relates to the study of organizational structures,
organization designs, job analysis.
 OD offers a prescription for improving the fit between
the individuals and organization, between the organization
and environment.
 It can be achieved by carrying out research to identify the
problem areas and applying intervention to resolve the
same.
PROFILE OF ORGANIZATIONAL
CULTURE

Eight important values relevant to any

organization are.
Openness
Confrontation
Trust
Authenticity
Reactivity
Autonomy
Collaboration
Autocratic/Feudal culture
Bureaucratic culture
Entrepreneurial culture
Technocratic culture
HISTORY OF ORGANIZATIONAL
DEVELOPMENT

Organizational development is a very young

and recent field of study.
French (1996) has identify four “trunk stems”
under which the study of OD is carried out.
Fore trunk stems are: