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 Objectives
Ô Defining Corporate culture
Ô Why understanding corporate culture
Ô Where Is It Reflected
Ô Types of Cultures
Ô How is Corporate culture developed
Ô Organizational Subcultures
Ô Strengthening Organizational Culture
Ô Change Management
Defining The Corporate Culture
Ô The beliefs and values shared by people who
work in an organisation
x How people behave with each other
x How people behave with customers/clients
x How people view their relationship with
stakeholders
x People¶s responses to energy use, community
involvement, absence, work ethic, etc.
x How the organisation behaves to its employees
± training, professional development, etc.
Schein¶s Definition:
x 0ttribute of a stable social group with a history
x Shared experiences create a shared world view
among group members
x Shared understanding of the role of
individuals in the world
x Shared view has been in existence long enough to be
taken for granted by group members
x ³Culture´ is learned as a result of group experience and
may be identified in a group or organization with a
history
Why we need to understand
Corporate culture
Organization:
Ô To match org. goals with the individual
goals
Ô To help employees give best out of them
by understanding the need of the
organization
Ô Providing an environment of growth and
innovation
Ô To make the employees feel pride in the
organizational system
Individuals:
uTo adapt the work environment
uTo adapt the dynamic nature of
current organization
uTo excel in the operating system
of the organization
Where Is It Reflected
a 0ttitude and behaviour of the leadership
a 0ttitude to the role of individuals in the
workplace ± open plan offices, team
based working, etc.
a Logo of the organisation
a The image it presents to the outside world
a 0daptability to change
a Performance management system
a Compliance with regulatory bodies
 Types
of
Cultures
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How is Corporate culture developed

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 0pproach towards cultural
development
Ô [ision ± where the organisation wants to
go in the future
Ô [alues ± are clear in everything you do,
how you operate.
Ô Mission Statement ± summary
of the beliefs of the organisation and
where it is now and what is it doing to
meet its vision.
Cultural Web
 PROCESSES
Ô The process of aligning cultural
goals with business is done by
setting organisational standards.
rSo that all the SOP`s
(Standard Operating
Procedures) reflect
what the organisation
wants its employees to
feel and believe.
 STORIES 0nd SYMBOLS
· The past events and people talked about inside and
outside the company. Who and what the company
chooses to immortalize says a great deal about
what it values, and perceives as great behavior.
Stories
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Symbolsu
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ÎIs companyuspecific jargon or
language used? How well known and
usable by all is this?
Î0re there any status symbols used?
ÎWhat image is associated with your
organization, looking at this from the
separate viewpoints of clients and
staff?
2131-
Organizational Structure
Ô This includes both the structure defined
by the organization chart, and the
unwritten lines of power and influence
that indicate whose contributions are most
valued.
Ô Is the structure flat or hierarchical?
Formal or informal? Organic or
mechanistic?
èunctional Based Structure
Matrix Type
Organizational Structure
Product Team Structure
*lobal *eographic and
*lobal Product Structures
Rituals 0nd Routines
It is about making Mission and [alues of
the organization a part of Day to Day life
of all the members of the organization.
Ô Striving for quality
Ô Importance of advertisement and
promotion
Ô 0ttracting customer loyalty
Ô [alue for Money
Control Systems
Ô The ways that the organization is controlled.
These include financial systems, quality systems,
and rewards (including the way they are measured
and distributed within the organization.)
Ô What process or procedure has the strongest
controls? Weakest controls?
Ô Is the company generally loosely or tightly
controlled?
Ô Do employees get rewarded for good work or
penalized for poor work?
Ô What reports are issued to keep control of
operations, finance, etc...?
Power Structures
Ô The pockets of real power in the company. This
may involve one or two key senior executives, a
whole group of executives, or even a department.
The key is that these people have the greatest
amount of influence on decisions, operations, and
strategic direction.
Ô Who has the real power in the organization?
Ô What do these people believe and champion
within the organization?
Ô Who makes or influences decisions?
Ô How is this power used or abused?
 Strengthening Organizational
Culture
  
 
 




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ical Problems
Related to Culture

ew technologies

Inter group conflicts

Communication breakdowns

Training problems
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a *uides decision making
a Provides identity for members
a 0mplifies commitment
a *uides employee behavior
a Provides justification for
actions
a Increases adaptability to change
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rHave topumanagement people become
positive role models, setting the tone
through their behavior.
rCreate new stories, symbols, and rituals
to replace older.
rSelect, promote, and support employees
who espouse the new values.
rRedesign .
rChange the reward system as per new
set of values.
rReplace unwritten norms with formal
rules and regulations that are tightly
enforced.
rShake up current subcultures through
transfers, job rotation, and/or
terminations.
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 Conclusion
Ô There is no right or wrong corporate culture.
There is a right or wrong fit for each individual
person.
Ô In order to fit and be successful, the company's
values, beliefs and ethics must be compatible
with the employee's.
Ô It is expected that after this study from various
website, books and many other resources
available, asking questions and contemplating
the overriding themes will provide some insight
into a culture.
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