8th jan 2012 - organisational culture

7/28/2019 8th Jan 2012 - Organisational Culture

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What is organizational culture?

Organizational culture is the personality of the organization

It is simply the way we do things around

Organizational culture conveys the beliefs and ideas ofthe goals that need to be pursued by and the appropriate

standards of behavior the members of the organizationutilize to attain their respective organizational goals.


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Why it matters?

Culture makes the difference

Research has shown its powerful impact on performance

and long term effectiveness of organizations

The effects on employee morale and retention,commitment, productivity and innovation are well

documented

Dominant characteristics Organizational leadership

Management of employees


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Culture of the organization can be tieredinto 3 levels based on their visibility and

how closely they are adhered to in theorganization.

The first level isArtifacts and Behavior. The next level is Values. Level ofAssumptions and Beliefs.


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Challenges to change

The crisis New competitors

Demanding customers

Complaining staff Decreasing profits and sales

Merger or reorgnisation


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Organizational culture impacts

daily behavior Organizational performance


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If you dont use culture, culture will

use you.

If you are not aware it will shape you.

Human beings copy, coach and correct each otherto fit into the group

So make sure culture work for you, instead ofagainst your necessary change


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There are 7 primary characteristics oforganizational culture.

1. Innovation and Risk Taking:

2. Attention to Detail:

3.Outcome Orientation:

4.People Orientation:

5.Team Orientation:

6.Aggressiveness:

7.Stability:


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Five major reasons for wanting to createan appropriate and positive

organizational culture for your company:

1) A strong organizational culture will attract high level talent.

2) A strong organizational culture will help to keep your top level talent

3) A strong culture creates energy and momentum.

4) A strong and successful organizational culture should alter theemployees view ofwork

5) A strong and positive organizational culture will help make everyonemore efficient and successful.


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Team roles and its responsibilities

Meredith Belbin's theory, popularly

known as Belbins team roles theory


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Team members don't have specific responsibilities, but theirparticipation is critical to the team's success. Team members mustagree to:

Be enthusiastic and committed to the team's purpose. Be honest and keep any confidential information behind closed

doors.

Share responsibility to rotate through other team roles likefacilitator, recorder, and timekeeper. Share knowledge and expertise and not withhold information. Ask questions, even seemingly "dumb" ones. Often the new

perspective of "inexperienced" team members can provide insight.

Fulfill duties in between meetings. Respect the opinions and positions of others on the team, even if

the person has an opposing view or different opinion.

8th jan 2012 - organisational culture

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