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Профессиональный Документы
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Specific to individual
Specific to group
Universal
Learnt
Inherited
Culture is the collective programming of the mind that distinguishes members of one
group from those of others.
2
http://www.google.co.in/about/company/facts/culture/
Look at the SAT scores and GPA no matter what the seniority and age
A number of factors weighed on the other side of the debate. Our growth has reduced
some of the advantages of private ownership. By law, certain private companies must
report as if they were public companies. The deadline imposed by this requirement
accelerated our decision. As a smaller private company, Google kept business
information closely held, and we believe this helped us against competitors. But, as we
grow larger, information becomes more widely known. As a public company, we will of
course provide you with all information required by law, and we will also do our best to
explain our actions. But we will not unnecessarily disclose all of our strengths,
strategies and intentions. We have transferred significant ownership of Google to
employees in return for their efforts in building the business
Introduced by Tata
Enforced by
Labour Act
1912
1948
Factories Act
1915
1948
1917
1948
Factories Act
1917
1919
1947
1920
1948
Factories Act
1920
1952
1920
1924
1921
1961
Apprentices Act
Maternity benefits
1928
1946
Profit-sharing
1934
1965
Bonus Act
Retiring gratuity
1937
1972
Role
Power
Achievement
Low Formalization
Support
Low Centralization
High Centralization
High Formalization
Type of Culture
Power culture: is an organisational culture type that is based on inequality of
access to resources.
Advantages:
Unifies individual effort behind the vision of the leader.
Can move quickly in the market and make rapid internal changes.
Leverages the knowledge, wisdom and talent of the leader.
Can provide direction and certainty
Reduce conflict and confusion in times of emergency
Disadvantages:
People give the boss's wishes the highest priority, even when it interferes
with important work.
People with power break rules with impunity and take special privileges.
Information is a source of personal power and is restricted to friends
and allies.
People are promoted by being loyal to those in power even whenthey are
not especially comp
Type of Culture
Role culture: is an organisational culture type that substitutes a system of
structures and procedures for the naked power of the leader. This type of
culture focuses mainly on job description and specialisation.
Advantages:
Well-designed structures and systems make room for efficient operations
and reduce the time for learning jobs.
Clear lines of authority and responsibility reduce conflict, turf battles,
confusion and indecision.
Clear, fair rules and guidelines protect individuals from exploitation and
abusive use of power.
Structure, routine and predictability provide security and reduce stress.
Disadvantages:
People follow the rules even when these rules get in the way of doing the
work.
It is considered a sin to exceed one's authority or deviate from accepted
procedures.
Jobs are so tightly defined that there is little room to contribute one's
unique talents and abilities.
Type of Culture
Achievement Culture: the aligned culture which lines people up behind a
common vision or purpose.
Advantages:
Unity of efforts toward mutually valued goals.
Reduced need for controls on individuals.
High internal motivation.
Maximum utilization of members' talents.
High self-esteem for organisational members.
Rapid learning and problem solving.
Rapid adaptation to change
Disadvantages:
People believe so much in what they are doing that the end comes to justify
the means.
People become intolerant of personal needs, and they sacrifice family,
social life and health for work.
The group only cooperates internally, which others see as arrogant and
competitive.
Because dissent and criticism are stifled, the group has difficulty correcting
its own errors
Type of Culture
Support Culture: organisational climate that is based on mutual trust
between the individual and the organisation. Often referred to as a personoriented culture.
Advantages:
Good internal communication and integration.
High levels of commitment to decision.
High levels of cooperative, effective group work. High trust between
individuals and the organisation.
Good balance for achievement
Disadvantages:
People may focus on relationships and neglect the work.
Out of kindness difficult personnel decisions may be avoided.
When consensus cannot be reached the group may become indecisive and
lose direction.
Changes may take a long time because of the need to get everyone on
board
People are rewarded in the same way although they might not have
contributed in the same way. This could create frustrations.
Contribution
Manager demonstrates honesty
and integrity
[Organization] has reputation of
integrity
Manager accepts responsibility for
successes and failures
Manager has a good reputation
within [Organization]
Manager defends direct reports
Manager inspires others
Manager places employee
interests first
Manager appropriately handles
crises
Manager trusts employees to do
their jobs
Manager lets upper management
know of employee effectiveness
Credibility
Understanding ones job importance
to [Organization] success
Manager clearly explains job
importance at onboarding
Manager demonstrates strong
commitment to diversity
Manager sets realistic performance
expectations
Manager puts the right people in the
right roles at the right time at
[Organization]
Manager accurately evaluates
employee potential
Manager respects employees as
individuals
Manager encourages employee
development
Importance of projects at
[Organization] to employees personal
development
Manager provides job freedom