1. Asset One Bank is one of Asias largest

2. The shared values, beliefs, and behavioral norms in an organization (Ouchi, 1981)Definesbasic organizational values and communicates to new members the correct way to think and act. 3. 1. Innovation and risk taking2. Attention to detail3. Outcome orientation4. People orientation5. Team orientation6. Aggressiveness7. Stability 4. Mechanistic & organic culture Authoritarian & participative culture Sub culture & dominant culture Strong & weak culture National & organization culture 5. Why we learn Culture in OB To Define the boundary between oneorganization and others. To Convey a sense of identity for itsmembers. To Facilitate the generation of commitmentto something larger than self-interest. To Enhance the stability of the socialsystem. 6. Creating and sustainingculture 7. How OrganizationCultures Form 8. Concerned with how well the candidateswill fit into the organization. Selection Provides information to candidatesabout the organization. Top Senior executives help establishbehavioural norms that aremanagementadopted by the organization. The process that helps newsocialization employees adapt to theorganizations culture. 9. Socialization Model 10. How employees learn culture 11. StoriesRitualsHow EmployeesLearn Culture/How it is reinforced MaterialLanguage Symbols Chapter 17 Prentice Hall, 200117 12. Contrastingorganisation cultures 13. Organization AOrganization B Managers must fully documentall decisions. Management encourages and Creative decisions, change,rewards risk-taking and change. Employees are encouraged toand risks are not encouraged. run with ideas, and failures are Extensive rules and regulations treated as learning experiencesexist for all employees. Employees have few rules and Productivity is valued over regulations to follow.employee morale. Productivity is balanced with Employees are encouraged to treating its people right.stay within their own Team members are encouraged todepartment. interact with people at all levels andfunctions. Individual effort is encouraged. Many rewards are team based. 14. Formal vs. InformalIndividual vs. CollectiveFixed vs. VariableSerial vs. RandomInvestiture vs.Divestiture 15. WhyCulture Doesnt WhenCulture Can ChangeChange Culture develops over many There is a dramatic crisisyears, and becomes part ofhow the organization thinks There is a turnover inand feels leadership Selection and promotion The organization is youngpolicies guarantee survival and smallof culture There is a weak culture Top management choosesmanagers likely to maintainculture 16. Sl.noQuestionsSA A N D SD1 I feel comfortable challenging statements made54 3 2 1by my instructor.2 My instructor heavily penalizes assignments 12 3 4 5that are not turned in on time.3 My instructor believes that its final results 12 3 4 5that count.4 My instructor is sensitive to my personal needs 54 3 2 1and problems.5 A large portion of my grade depends on how54 3 2 1well I work with others in the class.6 I often feel nervous and tense when I come to 12 3 4 5class.7 My instructor seems to prefer stability over12 3 4 5change.8 My instructor encourages me to develop new54 3 2 1and different ideas. 17. Sl.noQuestions SA A N D SD9 My instructor has little tolerance for 12 3 4 5sloppy thinking.10My instructor is more concerned with 54 3 2 1how I came to a conclusion than withthe conclusion itself.11My instructor treats all students in 12 3 4 5the same way12My instructor frowns on class12 3 4 5members helping each other withassignments.13Aggressive and competitive people12 3 4 5have a distinct advantage in this class.14My instructor encourages me to see 54 3 2 1the world differently.