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Culture Based Performance Management

This document discusses the significance of organizational culture on work environment, resource optimization, job satisfaction, and performance. It outlines several theories on classifying organizational culture, including Schein's three levels of culture (artifacts, values, underlying assumptions), Egan's overt and covert cultures, and Handy's four types of culture (power, role, task, person). Understanding an organization's culture helps performance managers identify the existing culture type and determine how conducive it is to business goals. The document also lists several dimensions for analyzing culture direction, pervasiveness, and strength.

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Sumit Mitra
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2K views10 pages

Culture Based Performance Management

This document discusses the significance of organizational culture on work environment, resource optimization, job satisfaction, and performance. It outlines several theories on classifying organizational culture, including Schein's three levels of culture (artifacts, values, underlying assumptions), Egan's overt and covert cultures, and Handy's four types of culture (power, role, task, person). Understanding an organization's culture helps performance managers identify the existing culture type and determine how conducive it is to business goals. The document also lists several dimensions for analyzing culture direction, pervasiveness, and strength.

Uploaded by

Sumit Mitra
Copyright
© Attribution Non-Commercial (BY-NC)
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPT, PDF, TXT or read online on Scribd

Culture Based Performance

Management
Significance of organizational culture
- Strong work environment

- Resource optimization

- Job satisfaction

- Execution excellence

-
Significance of
organizational culture
Work Environment
 Optimization of resources

 Interdisciplinary Effectiveness

 Job Satisfaction

 Execution Excellence

 Performance Maximization
Theoretical foundation

 Schein’s three levels of culture –


 Artifacts- overt mannerisms, most
visible form
 Values – Second level of culture is
values that are built on beliefs .For ex.
Seniority
 Underlying assumptions – Third and
most powerful dimension
Egan ‘s Overt and Covert
Cultures
 Covert culture is the key that
comprises underlying assumptions ,
beliefs , values and norms .
 Organization intending to manage
culture building must accord great
deal of attention to covert culture .
Handy’s Four Types of
Culture
 History, technology, goals , objectives ,
size , location , management and
employees have influence.

 Power Culture- centralized , small


organizations .
 Role Culture – Promotes specialization ,
set of rules regulations
 Task Culture – Issue based , after that
there will not be any relationship or
rigid rules , people who are
knowledgeable and skillful wield more
power and influence than others .
 Person Culture – It happens with
professional bodies where a person
known for professional mettle is
chosen to lead
 Understanding these four types helps
performance managers
 [Link] identify type of culture that exist
in their organizations and
 [Link] analyze culture in order to
understand to what extent it is
conducive in the organizational
context / nature of business .
 Humanistic helpful culture
 Affiliative Culture

 Approval Culture

 Conventional Culture

 Dependent Culture

 Opposition Culture

 Power Culture
 Culture Direction
 Culture pervasiveness

 Culture Strength

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