Transcript Organizational Culture Profile

Organizational Culture Profile
Dr. Pankaj Kumar
IIM Lucknow
Types
* Autocratic or feudal culture is characterized by
centralized power concentrated in a few
persons, and observation of proper protocol in
relation to the person/s in power.
* Bureaucratic culture is characterized by
primacy of procedures and rules, hierarchy and
distant and impersonal relationship.
* Technocratic culture emphasizes technical
/ professional standards and improvement.
* Entrepreneurial culture in concerned about
achievement of results and providing excellent
services to the customers.
Profile of OC
• Cultures
Autocratic/
Feudal
Focus
Proper
Protocol
Climate
Ethos
Dependency+ All opposite
Affiliation
values of
OCTAPACE
Bureaucratic Rules &
Control +
safe playing,
Regulations
Dependency inertia, conflict
& closed
Technocratic Perfection
Expert power proaction,
+ Extension autonomy,
collaboration,
experimentation
Entrepreneurial/ Results,
Achievement OCTAPACE
Democratic/
Customers +Extension
Organic
OCTAPACE
•
•
•
•
•
•
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O – OPENNESS
C – COLLABORATION
T – TRUST
A – AUTONOMY
P – PRO - ACTIVE
A – AUTHENTICITY
C – CONFRONTATION
E – EXPERIMRNTATION
Organizational Climate & Ethos
# Achievement (concern for excellence)
# Expert Power (concern for impact through
expertise)
# Extension (concern for relevance to larger goals
and entities)
# Control (concern for orderliness)
# Affiliation (concern for maintaining good personal
relations)
# Dependency (concern for approval & maintenance
of hierarchical order)
* OCTAPACE
Pareek (1995)
“ … a cumulative preference of some states
of life over others (values), the
predispositions concerning responses
towards several significant issues and
phenomena (attitudes), organized ways of
filling time in relation to certain affairs
(rituals), and ways of promoting desired
behaviours and preventing undesirable ones
(sanctions).”
Vision
Mission
Goals & Objectives
Strategies
Structure
Culture
Behaviour
Performance
Artifacts & creation
Technology
Arts
Visible & Audible
Behavior Patterns
Values
Basic Assumption
Relationship to environment
Nature of reality
Time & Space
Nature of Human activities
Nature of Human Relationship
Visible but often not
decipherable
Greater levels of
awareness
Taken for granted
Invisible
preconscious
Levels of Culture and its interaction
Developing OC involves
* Developing a strong corporate identity
* Development of important values
* Building healthy traditions
* Developing consistent management practices
Cultural aspect of HRD
concerned with
* Development of Appropriate OC
* Creating conducive Org. Climate
* Improving Communication
* Evolving effective reward system
Strong Corporate Identity
develops when employees have a sense of
belonging, and feel proud of working with the
organization, which develops as a result of
interaction of employees with the organization.
* Developing an attractive Induction Booklet
* Films on success experiences in the organization
* Company newsletters
* Mobility of People
Developing important values
Values of excellence and human consideration
develop only by demonstrating these values in
action.
* Surveys of Values and differences b/w espoused
v/s practiced values
* Special value orientation programmes
* Examining the various systems operating in the
organization
* Special OD intervention in Cooperation and
Collaboration
Building Healthy traditions &
practices
Traditions are built in org. on the basis of important
Functional rituals or celebrations
* Induction programme for new entrant
* Promotions as transition
* Ritual associated with “old age” and retirement
* Exceptional behaviour
* Celebration of special individual & important
organizational days