Transcript Slide 1


.WHAT IS CORPORATE CULTURE.?

.COMPONENTS OF CORPORATE
CULTURE.?

.HOW DOES CORPORATE CULTURE
CONTRIBUTE IN REAL LIFE AND TO
WHAT EXTENT. ?
Influences on Corporate culture
• National culture is an important influence in
culture.
• Categories:
1. Germanic
2. Scandinavian
3. Anglo-Saxon
4. Latin
•The members bring their own individual
experiences, beliefs and values.
•Task culture can be imported.
•Senior management may try to determine a
Corporate Culture.
•There will be an internal culture within the
workforce .
Strong/Weak cultures
•Strong culture is said to exist where staff respond to stimulus
because of their alignment to organizational values.
•Weak Culture exists where there is a little alignment with
organizational values and control must be exercised through
extensive procedures and bureaucracy.
•Culture is seen as ethnocentric or culturocentric.
•Stronger the culture, the greater the risks of groupthink.
• Where culture is strong –
1.People do things because they believe it is the right thing
to do.
2. Where people, even if they have different ideas, do not
challenge organizational thinking, and therefore there is a
reduced capacity for innovative thoughts
• Innovative organizations need individuals who are
prepared to challenge the status quo - be it
groupthink or bureaucracy,
Five characteristics of culture in his
study of national influences:
1.
2.
3.
4.
5.
Power distance
Uncertainty avoidance
individualism vs. collectivism
Masculinity vs. femininity
Long vs. short term orientation
-Hofstede
Power distance - The degree to which a
society expects there to be differences in the
*Masculinity
vs.vs.femininity
- refers
to the value
levels of power.
A high score
suggests
that
*individualism
collectivism
- individualism
placed
on
traditionally
male
or
female
values.
there
is an
expectation
that
some
individuals
is*Uncertainty
contrasted
with
collectivism,
and
refers
to
avoidance reflects the extent
Male
values
forpeople
example
include
wield
larger
amounts
of
power
than
others.
A
the
extent
to
which
are
expected
to
to which a society accepts uncertainty and
competitiveness,
assertiveness,
ambition,
and
low
score
reflects
the
view
that
all
people
stand
up
for
themselves,
or
alternatively
act
risk.
the accumulation
wealth
and
should
equalof
rights.
predominantly
as have
a of
member
thematerial
group or
possessions.
organization.

Measuring Corporate Culture


“organization culture is the way things get
done around here”
-Deal and Kennedy
They classified this culture based on1. Feedback
2. Risk
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Feedback - quick feedback means an instant
response. This could be in monetary terms, but
could also be seen in other ways, such as the
impact of a great save in a soccer match.
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Risk - represents the degree of uncertainty in
the organization’s activities .
Classifications of Corporate culture
1. The Tough-Guy Macho Culture
2. The Work Hard/Play Hard Culture
3. The Bet your Company Culture
4. The Process Culture

In The Tough-Guy Macho Culture feedback is quick and
the rewards are high. This can be a very stressful culture
in which to operate.

The Work Hard/Play Hard Culture is characterized by few
risks being taken, all with rapid feedback . It is often
characterized by team meetings, jargon and buzzwords

The Bet your Company Culture, where big stakes
decisions are taken, but it may be years before the results
are known .

The Process Culture occurs in organizations where there
is little or no feedback. People become bogged down with
how things are done not with what is to be achieved.
Elements of Corporate Culture
Johnson described elements that can be used to describe
Organizational Culture1. The Paradigm
2. Control Systems
3. Organizational structures
4. Power Structures
5. Symbols
6. Rituals and Routines
7. Stories and Myths
Critical views
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
Writers from Critical management studies
have tended to express skepticism about the
functionalist and unitarist views of culture put
forward by mainstream management thinkers
It would be naive to believe that a single
culture exists in all organizations, or that
cultural engineering will reflect the interests of
all stakeholders within an organization.
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
The assumptions of those putting forward
reflect a long-standing tension between
cultural and structural versions of what
organizations are.
The neat typologies of cultural forms found in
textbooks rarely acknowledge such
complexities, or the various economic
contradictions that exist in capitalist
organizations.
Employer and the Corporate Culture

Is it necessary for a employer to know his corporate
culture?

Effects the employer in many ways:
1. His working hours,options like flextime and
telecommuting
2. Interaction with people in his workplace
3. His overall personality
4. His personal life
5. Training and professional development opportunities
Understanding Culture

It is a two step process
1. Before the interview
2. At the interview
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Before the interview: While you are
researching the company for the interview,
spend some time searching for clues about the
company’s culture .

At the interview: arriving early to the
interview -- unannounced if possible -- and
spend the time observing how current
employees interact with each other.
Change to Team Culture
1. Common and consistent goals
2. Organizational commitment
3. Role clarity among team members
4. Team leadership
5. Mutual accountability with the team
6. Complementary knowledge and skills
7. Reinforcement of required behavioral competencies
8. Power (real and perceived)
9. Shared rewards
Importance
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
Companies are encouraging employees to be
more responsible and act and think like
owners
They are encouraging teamwork and the
formation of teams
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The organizational leaders shouldn't ignore
corporate culture and should have some goal
statements which include-
1. To encourage employees to "have a life"
outside the company
2. To be accepting of cultural diversity
3. To be financially successful
Presented by
1)PRANIT JOSHI 04010713
2)KRISHNA JAYADEV
3)N.BHARATH REDDY
4)B.VARUN
5)VENKAT RANGAN
6)D.KARTHIK
7)L.ADITYA TEJASWEE
8)I.VIKRAM KUMAR GOUD
9)JANARDHAN KUMAR AMBURI
10)CH.SRI HARSHA
11)SATISH JAMI