Organization Change and Development Culture mapping using Organizational health survey

Submitted by: Abinash Mohapatra (UH-11007) Ankit Parasramka(UH-11009) Meghla Roy Chodhury(UH-11028) Sankalp Nanda (UH-11040) T Varadaraj (UH-11057)

ORGANISATIONAL CULTURE . INTRODUCTION Organization culture consists of the values and behaviours that contribute to the unique social and psychological environment of an organization. Organizational culture is the sum total of an organization's past and current assumptions, experiences, philosophy, and values that hold it together, and is expressed in its self-image, inner workings, interactions with the outside world, and future expectations. It is based on shared attitudes, beliefs, customs, express or implied contracts, and written and unwritten rules that the organization develops over time and that have worked well enough to be considered valid. Also called corporate culture, it manifests in (1) the ways the organization conducts its business, treats its employees, customers, and the wider community, (2) the extent to which autonomy and freedom is allowed in decision making, developing new ideas, and personal expression, (3) how power and information flow through its hierarchy, and (4) the strength of employee commitment towards collective objectives. Visible differences in culture Some of the small differences visible are: Differences in mindset In many service businesses and functions do not have an improvement culture or mindset. Although many counter-examples could be found, people are not generally expected to come into work thinking about how they might be able to improve their processes and results whereas in Manufacturing sector the goals of organisation are directed towards efficiency. One reason for this is that manufacturing waste and production are easily seen and quantified. Differences in relationship orientation In services sector, the relationship are open ended and are less structured. For example- there are instances where employees are encouraged to call their boss

by names whereas in manufacturing sector, the hierarchy is clearly defined with relationship being structured and rigid. Overall Focus In services sector are more people centric the focus being customer satisfaction whereas manufacturing sector are more product oriented more emphasis is on product quality and organisational effectiveness

Dimensions of Organisation culture Based on the questionnaire given, we have identified 18 broad dimensions of organization culture and how it is different for both the sectors. The dimensions are: Organizational Philosophy - It is defined as the manifested core values practised in the industry as received by its employees. Group Norms -These are the set standards of behaviour to be adhered to by the employees within their department. While group norms are found to be moderately high in service sector, it is much higher in manufacturing sector because of being rigid and highly structured. Team Work -It refers to the degree the employees perceive practices of mutual dependency between poor group members of the organization. In services sector, group of people work together in a positive environment towards completion of a common objective. However, in manufacturing sector, working in a team is generally low. People work individually. Management Support - It refers to the extent to which superiors are accessible to their Subordinates, to the extent superiors provide clear communication to their subordinates and to the extent to which superior accommodate new ideas of their subordinates. It is moderately high in service sector because of the constant interaction between subordinates and superior. However, in manufacturing sector, because of the high power distance, the communication between subordinate and superior is less frequent and hence less clear.

 Organization of Work - It is defined as the degree to which superiors creates job objectives and performance expectations for their subordinates and provides challenging jobs to them. In services industry, the superiors work for a better succession plan and hence provide the subordinates a more challenging job experience to prepare them for the higher roles to be taken later than in manufacturing industry. Reward System - It refers to the benefits that flow from the work including pay, promotion, status and other visible perquisites. When it comes to reward system, both the manufacturing and service sector employees are found to be dissatisfied with the current reward system. Decision Making . It is defined as the degree to which decisions related to employees jobs are taken, after wider consultation with employees across the strata within the organization/department. It is high in service industry but low in manufacturing industry where superior doesnt give much importance to views of his subordinates. Conflict Management -It refers to the degree to which employees are encouraged to speak up conflicts related to their life within the organization, without undue fear of being punished by superiors and to the extent to which superiors resolve conflicts within the organizations. Here, the manufacturing industry employees show less fear in discussing their work related problems as compared to that of service industry. Timing: In manufacturing it is absolutely important to be punctual while reporting to office and attending meetings. In services organisation working hours are generally flexible Responsiveness: In services sector response to requests, queries and instructions from customers and colleagues is an important aspect while in manufacturing its not a norm to do so. Sense of Belonging: A feeling of being an important part of the organisation is generally part of the organisational culture. In manufacturing sector employees feel they are an important part of the organization, where as in service sector, employees feel they are not important part of the organization. Wages and total benefits: On the basis of response we can see, Manufacturing: Employees feel they are being paid less in comparison to

the amount of labour they put in. Services: It seems employees in service sector are more satisfied as compared to manufacturing sector, but they are also unhappy with their pay My idea and opinion counts: On the basis of response it can be seen that ideas and opinions of service sector employees are given much more importance as compared to manufacturing sector employees. The employees of manufacturing sector are not highly educated. Frustration at work: Service sector employees are much more frustrated at work as compared to manufacturing sector employees this is because of monotonous work. Loyalty: manufacturing sector employees are much more loyal towards their organization as compared to service sector employees. Service sector employee changes more jobs as compared to manufacturing sector employees Management treat employees with respect: Manufacturing sector gives lot of emphasis on targets, when targets are not met supervisor may use abusive language. Sector employees are treated with more respect as compared to manufacturing sector employees. Recommending my organizations to others: Manufacturing sector employees are more loyal towards their organizations and they generally recommend their organizations to others, where as in service sector, employees change their jobs quite frequently Resources, skills and abilities: In manufacturing sector employees are provided with more resources as compared to service sector. These resources are generally the tools on which they work. Overloaded with work: Both manufacturing and service sector employees are overloaded with work Work location is safe: on the basis of the response it can be seen that service sector employees considers their location to be safer as compared to manufacturing sector employees. Manufacturing plants are generally on the outskirts of the city Supervision at work: Manufacturing requires more supervision at work as compared to service sector.

 Safety is emphasized: manufacturing sector gives more emphasis on safety as compared to service sector. There are more first aid boxes at manufacturing plants as compared to offices of service sector. When we rated the service sector employees and manufacturing sector employees on the following parameters, we found the scores to be:-

Parameters

Service

Manufacturing Moderately high High Moderately low Moderately low Moderately low Moderately low Low Moderately high Stringent Moderately low Moderately high Moderately low Moderately low

Organizational Philosophy High Group Norms Team work Management Support Organization of work Reward System Decision making Conflict Management Timing Responsiveness Sense of Belongingness Wages and total benefits My idea counts Frustration at work Moderately high Moderately high Moderately high Moderately high Moderately low Moderately high Moderately low Flexible Moderately high Moderately low Moderately low Moderately high

Moderately high( i.e. they Moderately high( i.e. they are frustrated with their are frustrated with their monotonous work) work)

Loyalty

low

Moderately high

Management treat Moderately high( i.e. they Moderately low to employees with respect are treated with respect) average (i.e. they are treated with respect, but on some occasions management use lewd languages. Recommending my organization Moderately low High ( i.e. they are very loyal towards their organizations and recommend their organizations to others) less Provided with more resource like tools and needed machines

Resource, abilities

skills

and Provided resources.

with

Skills communication skills and all Overloaded with work Work location is safe High High

High Moderately low ( because manufacturing plants are in outskirts) Requires supervision at work

Supervision at work Safety is emphasized

Requires less supervision

Requires less safety Requires more safety mechanism at work place mechanism, since it involves mechanical and hazardous work

Respondents responses/score on certain important cultural dimension. Scores have been rounded off Service Manufacturing

Mean Team work Decision making Wages and total benefits Conflict management Sense of belongingness Overloaded with work Work location is safe Group norms Organization philosophy Loyalty 3.60 3.70 2.30 2.30 2.45 3.35 4.05 3.45 3.8 1.2

Mean 2.35 1.20 2.15 3.2 3.35 3.5 2.2 4.15 3.15 3.2

Team Work: The power culture and role culture model is very close to manufacturing processes

The task culture and the person culture are very close to service organisations

OCTAPACE Culture :The term has been coined by Professor T.V. Rao. The OCTAPACE culture is characterized by the occurrence of openness, confrontation, trust, authenticity, pro-activity, autonomy, collaboration and experimentation. it deals with the extent to which these values are promoted in the organisation. Openness & Risk Taking: Employees feel free to express their ideas & the organization is willing to take risks & experiment with new ideas & new ways of

doing things. The degree of openness of the organization is an important factor in determining the nature of various dimensions of HRD being designed. Confrontation: Employees face the problems & work jointly with others concerned to find its solution. They face the issues squarely without hiding them or avoiding them for fear of hurting each other. Trust: A minimum level of trust may be deemed necessary for the introduction of the performance appraisal system and other elements of HRD. Employees department & groups trust each other & can be relied upon to do whatever they say they will. Authenticity: It is the value underlying trust. It is the willingness of a person to acknowledge the feelings he/she has, and accept him/her as well as others who relate to him/her as persons. Pro-activity: Employees are action oriented, willing to take initiative & show a high degree of pro-activity. They anticipate issues and act or respond to the needs of the future. Autonomy: It is the willingness to use power without fear, and helping others to do the same. Employees have some freedom to act independently within the boundaries imposed by their role/job. Collaboration: Collaboration involves working together and using one anothers strength for a common cause. Individuals, instead of solving their problems by themselves, share their concerns with one another and prepare strategies, work out plans of action, and implement them together. Experimenting: Experimenting, as a value, emphasizes the importance given to innovation and trying out new ways of dealing with problems in the organization. On measuring the service sector and manufacturing sector on the following parameters, we found that:Openness: On the basis of response we can see, service sector employees feel free to express their ideas and opinions. The service sector firm takes risks on the new ideas of their employees, where as in manufacturing sector, the employees

ideas are not given that much importance. Manufacturing firms does not like to take risk on the ideas of their employees. Confrontation: In the area of confrontation service sector employees score slightly more than manufacturing sector employees, this shows that service sector employees can face challenges and can work as a group to overcome challenges, they are not afraid to face the challenges. Trust: The white collars are less trustworthy as compared to the blue collared. Manufacturing sector scores more than service sector in the area of trust. In manufacturing sector employees have trust among them and have trust on the performance appraisal system of the organization. Where as in service sector, employees does not have much trust on other employees and the performance appraisal system of the organization. Authenticity: Service sector score more than manufacturing sector in the area of authenticity. This shows that service sector employees are more willing to acknowledge the feelings he/she has, and accept him / her as well as others who relate to him/her as persons. Pro-active: Both the sectors are neck to neck in this dimension; however employees of service sector are more pro-active as compared to employees in manufacturing sector. In service sector, employees anticipate issues and take the initiative to respond to the future needs. Where as in manufacturing sector, employees are not that proactive, this may be because of lack of openness around the organization. Autonomy: Service sector employees have slightly more autonomy as compared to the employees of manufacturing sector. Service sector employees have more autonomy to use their power without fear, to have some freedom to act independently within the boundaries imposed by their role/job. Collaboration: The manufacturing sector wins hands-on in this aspect of organizational culture. The employees of manufacturing sector works collectively and use one anothers strength for the common cause. Where as in service sector, the employees are generally given more individual tasks. Experimenting: Both the sectors are neck-to-neck in this dimension.