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Organizational culture and climate
This document discusses organizational culture and climate. It defines organizational culture as shared meanings and beliefs within an organization that act as social glue. Culture is composed of visible elements like stories and rituals as well as invisible elements like shared values and assumptions. Culture forms through top management philosophy and is reinforced through stories, rituals, language and symbols. While strong cultures can benefit organizations, they do not always lead to higher performance if not aligned with the environment. The document also defines organizational climate as the psychological environment reflected in attitudes. It discusses how climate influences motivation, performance and satisfaction within an organization.
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Introduction of the presentation by team members focusing on organizational culture.
Organizational culture as a shared system of meaning, involving collective beliefs and values.
Culture functions as social glue, guiding employee behaviors and fostering unity.
Covers artifacts (visible elements) and shared values/assumptions (invisible elements) of culture.
Explores how stories, rituals, language, and material symbols reinforce organizational culture.
Describes how cultures form through management philosophy, selection, and socialization processes.
Visual model illustrating that 90% of culture is hidden beneath the surface, emphasizing deeper values.
Discusses presence of dominant culture and subcultures within an organization and their core values.
Benefits include enhanced social control, cohesion, and improved sense-making capabilities.
Strong culture does not guarantee performance due to misalignment, limiting beliefs, and suppression.
Highlights external focus, process orientation, and employee responsibility in adaptive societies.
Strategies or methods aimed at strengthening organizational culture.
Importance of bicultural audits before mergers to prevent cultural collision through systematic analysis.
Different strategies for merging organizational cultures: assimilation, deculturation, integration, separation.
Distinction between organizational culture (values/norms) and organizational climate (psychological environment).
Definition of organizational climate as an enduring quality influencing member behavior within the organization.
Elements influencing climate include leadership quality, communication, responsibility, and employee involvement.
Explores how organizational climate affects motivation, performance, and job satisfaction.
Closing gratitude expressed to participants.
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Organizational culture and climate
- 1. ORGANIZATIONAL CULTURE AND CLIMATE By: M.Chakrapani (22017) M. Vennela (22018) Venkatesh (22020) Niranjan Nahak (22021) P. Sai Anusha (22022) V. Aishwarya (22023) P. Nithin Reddy (22024)
- 2. What is OrganizationalCulture? • A system of meaning shared by the organization’s members • Cultural values are collective beliefs, assumptions, and feelings about what things are good, normal, rational, valuable, etc.
- 3. Culture’s Overall Function •Culture is the social glue that helps hold an organization together by providing appropriate standards for what employees should say or do.
- 5. Elements of OrganizationalCulture Artifacts • • • • Stories/legends Rituals/ceremonies Organizational language Physical structures/décor Visible Shared values • Conscious beliefs • Evaluate what is good or bad, right or wrong Invisible (below the surface) Shared assumptions • Unconscious, taken-for-granted perceptions or beliefs • Mental models of ideals
- 6. Stories Rituals How Employees Learn Culture/ Howit is “reinforced” Language Material Symbols
- 7. How Organizational Cultures Form Top Management Philosophy ofthe Organization’s Founders Organizational Culture Selection Socialization
- 9. The Culture Iceberg:90% hidden Observable symbols, ceremonies , slogans, stories, dr ess, physical settings, decoration, etc. Values, beliefs, norms, customs, nonverbal behavior, etc. Shorter, easier to change Level of conscious awareness Long term, difficult to change
- 13. Do Organizations HaveUniform Cultures Dominant Culture Subcultures Core Values
- 14. Benefits of StrongCorporate Cultures Social Control Strong Organizational Culture Social Glue Improves Sense-Making
- 15. Contingencies of OrgCulture & Performance Strong organizational cultures do not always result in higher organizational performance because: 1. Culture content might be misaligned with the organization’s environment. 2. Strong cultures may focus on mental models that could be limiting 3. Strong cultures suppress dissenting values from subcultures.
- 16. Adaptive Organizational Cultures •External focus -- firm’s success depends on continuous change • Focus on processes more than goals • Employees assume responsibility for org performance – They seek out opportunities • Proactive and responsive
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- 18. Bicultural Audit • Partof due diligence in merger • Minimizes risk of cultural collision by diagnosing companies before merger • Three steps in bicultural audit: 1. Examine artifacts 2. Analyze data for cultural conflict/compatibility 3. Identify strategies and action plans to bridge cultures
- 19. Merging Organizational Cultures Assimilation Acquiredcompany embraces acquiring firm’s cultural values Deculturation Acquiring firm imposes its culture on unwilling acquired firm Integration Cultures combined into a new composite culture Separation Merging companies remain separate with their own culture
- 20. Org. Culture VsOrg. Climate • Culture refers to ideologies, values and norms as reflected in stories and symbols. We would look for clues to the culture, for example, in accounts of the organizations founding. • Climate, on the other hand, refers to the psychological environment as reflected in attitudes and perceptions.
- 21. Climate Debate Organizational Climateis a relatively enduring quality of the internal environment of an organization that a- is experienced by its members b- influences their behavior c- can be described in terms of the values of a particular set of characteristics of the organization
- 22. Elements of Climate • • • • • • • • • • Qualityof Leadership Amount of Trust Communication, upward and downward Feeling of useful work Responsibility Fair rewards Reasonable job pressure Opportunity Reasonable controls, structure, and bureaucracy Employee involvement, participation.
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