ORGANISATIONAL CULTURE

Yukti YadavRamji Agrawal

Hasim Himanshu

md.Asif Khan

MEANINGS ORGANIZATION  is a social arrangement to distribute tasks for

a collective goal.

CULTURE Is the

quality in a person or society that arises from a concern for  what is regarded as excellent in arts, letters, manners, scholarly pursuits, etc.

Meaning of organizational cultureORGANISATIONAL CULTURE is a pattern of basic assumptions invented, discovered, or developed by a given group as it learns to cope with its problems of external

adaptation and internal integration

that has worked well enough to be considered valid and therefore

is to be taught to new members as the correct way to perceive, think, and feel in relation to

these problems.

CHARACTERISTICSIndividual initiativeRisk toleranceDirectionIntegrationManagement supportControlIdentityReward system:Conflict toleranceCommunication patterns

Elements of organizational culture

Innovation

stability

Orientation towards people

Result oriented

Easygoingness

Attention to detail

Collaborative orientation

TYPES OF ORGANIZATIONAL CULTURE

Strong vs weak culture

Soft vs hard culture

Formal vs informal culture

CONTENT OF ORGANISATIONAL CULTURE

Human Nature Orientation: what is the character of innate human nature?

Relational Orientation: what is the modality of man’s relationship to other men?

Time Orientation: what is the temporal focus of human life?

Activity Orientation: what is the modality of human activity?

Man-Nature Orientation: what is man’s relation to nature?

WHY TO BUILD ORGANIZATIONAL CULTURE

A strong culture is a talent attractorA strong culture is talent retainerA strong culture engages peopleA strong culture creates energy and

momentumA strong culture changes the view of workA strong culture creates greater synergyA strong culture makes everyone more

successful

FUNCTIONS OF ORGANISATIONAL CULTURE

The fooling of

organization

al identif

y

Desired

Behavioral

Pattern

Socialization of

Members

Collective

Commitment

LEVEL OF ORGANISATIONAL CULTURE

IMPACT OF CULTURE ON MANAGEMENT FUNCTIONS PLANNING

• Top-down or Shared Vision • Degree of Plan Risk: High, Medium, Low • Short Term or Long Term Perspective • Tangibility of Objectives: Measurable, How, What • MBO or My Bosses’ Objectives

CONTROLLING Self-Control or External Control How To Evaluate Performance Consequences & Punishment

continued ………

ORGANISINGHow Much To Delegate Degree Of Freedom/Empowerment Tight or Loose Policies/Procedures Centralization/Decentralisation Soloism or Team Work

LEADING What Motivation Techniques Leadership Style (X/Y) Which Matters Most: People or Plans

The Benefits of Corporate Culturehelps company to achieving its goals.increases team cohesiveness .shapes behaviour of staff at work organisation to be more effective and efficient.A common culture promotes consistency, resolves

conflict and facilitates coordination and control.increases staff motivationA strong culture enables an organisation to pull all

its people together and maximize their potential; this certainly provides a competitive edge.

FACTORS INFLUENCE ORGANISATIONAL CULTURE

HISTORY AND OWNERSHIP

SIZE

TECHNOLOGY

LEADERSHIP AND MISSION

NIIT was founded in 1981 by two IIT, Delhi graduates, Rajendra S Pawar and Vijay K Thadani with a vision of meeting basic requirements for IT talent in a world moving into an information based economy. They had anticipations about the unpreparedness of Indian society to cope with the forthcoming information age and adopted the mission “bringing people and computers together, successfully”. Initially, NIIT delivered IT training to a broad spectrum of people – from students seeking a career in computers to IT professionals requiring advanced skills; from managers giving their careers an edge, to school children using computers as a learning too. NIIT’s innovative offerings demonstrated the company’s ability to constantly renew itself to anticipate future technology trends. From a computer training institute, NIIT has emerged as a global IT solutions corporation offering knowledge solutions along with developing software solutions along with developing software solutions. Headquartered in New Delhi, India,

NIIT operated through 100% subsidiaries in the US, Asia Pacific, Europe, and Japan and

has operations in about 40 countries. Its mission keeps pace with the developments in the field of IT is evolved through organisationwide discussions which helps develop commitment among employees. The organisation operates with the help of task teams designed for specific customer requirements for a specific period to carry out the work. Team culture and openness

are emphasised a great deal. NIIT,s corporate culture focuses on values such as quality, creativity, and customer satisfaction. The quality culture of NIIT has been the result of the sustained efforts of its management – perpetuated through induction,

socialisation, reinforcement, innovation, and concern for internal and external customers. The

quality culture is ingrained at NIIT in such a way that the priority is to prevent mistakes

rather than rectify them. Also, quality efforts are backed by results, which are rewarded

Employees are treated as intellectual capital and are looked after well. The happy and

committed employees ensure customer satisfaction and this has got them wide acceptance

across the globe. It has got well designed mechanisms for monitoring the quality for its

products, services and or software processes. Most of NIIT’s businesses have ISO 9000

certification. The work culture at NIIT has gone through all the stages of culture

development like symbols, behaviour, organisational values, attitudes, and shared

assumptions, and probably this is the reason it has been able to sustain it