organizational culture and climate

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OrganizationaL “Climate & Culture” : 

OrganizationaL “Climate & Culture”

Organizational Climate… : 

Organizational Climate… A process of quantifying the “culture” of an organization. It is a set of properties of the work environment, perceived directly or indirectly by the employees, that is assumed to be a major force in influencing employee behavior

Organizational Climate-Characteristics : 

Organizational Climate-Characteristics Individual initiative Risk tolerance Direction Integration Management support Reward system Conflict tolerance Communication patterns

Factors… : 

Factors… Organizational changes Communication Service Compensation Organization culture Decision making Individual competencies

Factors… : 

Factors… Morale Performance evaluation Quality Supervision Training and development Mission

Organizational Climate-Approaches… : 

Organizational Climate-Approaches… Cognitive schema approach Shared perception approach

Understanding Organizational Climate… : 

Understanding Organizational Climate… Typical climates correspond to human feelings or moods: excitement, depression, anger, fear, optimism or anxiety. Like human mood, an organization's climate can be caused by internal and external factors. If the CEO or other prominent leaders are in a certain mood, they can infect the entire organization or Leaders whose moods are highly variable could lead teams with wildly fluctuating climates. We feel comfortable when we can read another person's feeling. The same applies to our workplace.

Organizational Culture : 

Organizational Culture What is organizational culture? When is organizational culture functional? Dysfunctional? How do employees learn about the culture of their organization? Questions for Consideration Questions for Consideration

Organizational Culture… : 

Organizational Culture… The pattern of shared values, beliefs and assumptions considered to be the appropriate way to think and act within an organization. Culture is shared Culture helps members solve problems Culture is taught to newcomers Culture strongly influences behavior

Layers of Culture… : 

Layers of Culture…

How Organizational Culture Forms : 

How Organizational Culture Forms Selection criteria Socialization Organization's culture Philosophy Of organization's founders Top Management

Organizational CultureCharacteristics… : 

Organizational CultureCharacteristics… Innovation and risk-taking Attention to detail Outcome orientation People orientation Team orientation Aggressiveness Stability

Contrasting Organization Cultures… : 

Contrasting Organization Cultures… Organization A Organization B Managers must fully document all decisions. Creative decisions, change, and risks are not encouraged. Extensive rules and regulations exist for all employees. Productivity is valued over employee morale. Employees are encouraged to stay within their own department. Individual effort is encouraged. Management encourages and rewards risk-taking and change. Employees are encouraged to run with ideas, and failures are treated as learning experiences. Employees have few rules and regulations to follow. Productivity is balanced with treating its people right. Team members are encouraged to interact with people at all levels and functions. Many rewards are team based.

Culture’s Functions… : 

Culture’s Functions… Social glue that helps hold an organization together Boundary-defining Conveys a sense of identity for organization members Facilitates commitment to something larger than one’s individual self-interest Enhances social system stability Serves as a “sense-making” and control mechanism

Do Organizations Have Uniform Cultures? : 

Do Organizations Have Uniform Cultures? Organizational culture represents a common perception held by the organization members. Core values or dominant primary values are accepted throughout the organization. Dominant culture Subcultures

Conditions for Culture Change… : 

Conditions for Culture Change… A dramatic crisis Turnover in leadership Young and small organizations Weak culture

Lewin’s Three-Step Change Model : 

Lewin’s Three-Step Change Model

Slide 18: 

Change Is A Process Of Transition… PRESENT STATE TRANSITION STATE DESIRED STATE Refreezing Occurs Driving Forces Restraining Forces

Keeping Culture Alive… : 

Keeping Culture Alive… Selection Top Management Socialization Pre-arrival Encounter Metamorphosis

Culture As A Liability : 

Culture As A Liability Barrier to Change Barrier to Diversity Barrier to Mergers and Acquisitions

Emerging Trends In Work Culture : 

Emerging Trends In Work Culture Open office layouts Fostering Teams Flexi-time work systems Emphasis on quality Equitable treatment of employees Emphasis on Talent Retention Advent on computers as a way of life Performance Appraisal

HCL… : 

HCL…

A Glimpse At Work Place Of HCL : 

A Glimpse At Work Place Of HCL Participative Style adopted by management Innovative Team work Zero Defect Policy Relationship building Congenial Environment Challenging tasks Reward and Recognition

Slide 24: 

Mr. HCL Mrs. HCL

ONE on ONE… : 

CLIMATE Refers to current situation in an organization Climate is often defined as the Recurring patterns of Behavior attitudes and feelings that characterize life in the organization. Climate often proves easier to assess and change CULTURE Refers to the Historical & Tradition of the organization. Organizational cultures are generally Deep & Stable Culture of an Organization is not that easy to change ONE on ONE…

Culture And Climate… : 

Culture And Climate… We can compare Organizational culture and climate to personality and mood. The former is enduring; the latter is temporary. We acquire our basic personalities early in life, but our mood can shift several times in one day. Although organizational culture endures like Personality, it is easier to change. Climate is variable like mood and is just as important as human feelings

Slide 27: 

Nothing More to Say….. Thank you People….. By : Shilpi Arora Shailendr Rishab Megha K.B

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