ALKA KURIAKOSE | ANJU 1234567| VISHNU 1234567 | WAZEEM 1234567

• Organisational culture can be defined as the shared

values and beliefs that enable members to understand
their roles and the norms of the organisations.
• According to O’ Reilly, “Organisational culture is the set
of assumptions, beliefs, values and norms that are shared
by an organisation’s members”.

MEANING &
DEFINITION 2
MANAGEMENT CONCEPTS & ORGANIZATIONAL BEHAVIOUR
 A SET OF NORMS OF SYMBOLS AND
BEHAVIOUR SYMBOLIC ACTIONS

ORGANISATIONAL CULTURE

A SET OF SHARED
VALUES AND BELIEFS
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MANAGEMENT CONCEPTS & ORGANIZATIONAL BEHAVIOUR
 • It prescribes the kinds of behaviour considered
acceptable in the society
PRESCRIPTIVE

• Shared by members of society

BASED ON • Cultures prescriptive nature
SOCIAL
INTERACTION

NATURE OF
ORGANISATIONAL CULTURE 4
MANAGEMENT CONCEPTS & ORGANIZATIONAL BEHAVIOUR
 • Common habits of thought and feeling
• Culture may also impaired communication across
FACILITATES
COMMUNICATION groups

• Culture must be learned and acquired.

• The process of Encultration.
LEARNED • The process of Acculturation.

• Unique and Arbitrary

SUBJECTIVE
• Culture can be interpreted in different manners

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MANAGEMENT CONCEPTS & ORGANIZATIONAL BEHAVIOUR
 • Stable and permanent
ENDURING
• Old habits die hard

• Based on accumulated circumstances

• Becomes broader based over time
CUMULATIVE

• Not static
• Immune to change
DYNAMIC • Adapts new situations and knowledge

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MANAGEMENT CONCEPTS & ORGANIZATIONAL BEHAVIOUR
 Mechanistic
& Organic
Culture

Authoritarian
Dominant & &
Sub-culture Participative
Culture

Strong,
Weak &
Unhealthy
Culture

TYPES OF CULTURE IN
ORGANISATION 7
MANAGEMENT CONCEPTS & ORGANIZATIONAL BEHAVIOUR
 Mechanistic
& Organic
Culture
Mechanistic Culture:
 Exhibits values of bureaucracy and feudalism
 A system of narrow specialism
 Authority flow – top to lower level
 Communication flow – prescribed channel
Organic Culture:
 Organised and Formal culture
 Emphasis on task accomplishment, team work and free
flow of communication

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MANAGEMENT CONCEPTS & ORGANIZATIONAL BEHAVIOUR
 Authoritarian
&
Participative
Culture
Authoritarian Culture:
 Power concentrated on leader – Obedience & Discipline
is stressed
 Basic assumption – Leader knows what is good for the
organisation and he always acts in its interests
Participative Culture:
 Based on participative interests & more committed to
decisions
 Tend to emerge – organisational members are
professionals or see themselves as equals
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MANAGEMENT CONCEPTS & ORGANIZATIONAL BEHAVIOUR
 Strong,
Weak &
Strong Culture: Unhealthy
 Have significant influence on employee behaviour Culture
 Results is the variation of internal atmospheres of high
behavioural control
Weak Culture:
 Characterized by the presence of several sub-cultures sharing few
values and behavioural norms, and sharing of few sacred
traditions.
 Little cohesion
Unhealthy Culture:
 Politicised internal environment that allows influential managers
to operate autonomous ‘fiefdoms’ and resist needed change
 Politically dominant culture 10
MANAGEMENT CONCEPTS & ORGANIZATIONAL BEHAVIOUR
 Dominant
Culture &
Sub-Culture
Dominant Culture:
 Denotes the core values which are shared by majority of the
employees in the organisations
 It is the macro-cultural perspective that presents the
organisations personality
Sub-Culture:
 Reflects the common problems or experiences of employees
who resides in areas like departments, divisions and
geographical areas
 Consists of the core values of the dominant culture as well as
the values unique to the department to which it relates
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MANAGEMENT CONCEPTS & ORGANIZATIONAL BEHAVIOUR
1. Artifacts: are the physical things that have particular
symbolism for a culture
2. Stories, Histories, Myths, Legends and Jokes: culture is
often embedded and transmitted through stories where they
are deep and obviously intended as learning devices.
3. Rituals, Rites, Ceremonies and Celebrations: rituals are
processes or sets of actions which are repeated in specific
circumstances and with specific meaning
4. Heroes: heroes in a culture are named people who Act as
prototypes or idealised example

ELEMENTS OF
ORGANISATIONAL CULTURE 12
MANAGEMENT CONCEPTS & ORGANIZATIONAL BEHAVIOUR
5. Symbols and Symbolic actions: symbols like artifacts are things
which act as triggers to remind people in the culture of its rules,
beliefs etc.
6. Beliefs, Assumptions and Mental Models: an organisation and
culture will often share beliefs and ways of understanding the
world. This helps smooth communication and agreement.
7. Attitudes: are the external displays of underlined beliefs that
people used to signal to other people of their membership.
8. Rules, Norms, Ethical Codes and Values: the norms and values
of a culture are effectively the rules by which its members must
abide or risk rejection from their culture.

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MANAGEMENT CONCEPTS & ORGANIZATIONAL BEHAVIOUR
Step 1: Establish Values

Step 2: Create Vision

Step 3: Initiate Implementation

Strategies

Step 4: Reinforce Cultural Behaviours

PROCESS OF CREATING
ORGANISATIONAL CULTURE 14
MANAGEMENT CONCEPTS & ORGANIZATIONAL BEHAVIOUR
 Acts as Good organisation culture can
Talent help in attracting good and
Attractive potential employees.

Organisation culture can

engage people which creates Engages
greater productivity, which People
can impact profitability.

Creates Strong culture brings people

Greater
Synergy together

FUNCTIONS OF
ORGANISATIONAL STRUCTURE 15
MANAGEMENT CONCEPTS & ORGANIZATIONAL BEHAVIOUR
 An investment of time, talent
Makes and focus on organisational
Everyone
Successful culture will make everyone
more successful
Culture is a deeply embedded
form of social control that Acts as
Control
influences employee decisions System
and behaviour

Operates It wants people together and

as Social makes them feel part of the
Glue organisational experience

It helps employees understand Helps in

what goes on and why things Sense
happen in the company. Making

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MANAGEMENT CONCEPTS & ORGANIZATIONAL BEHAVIOUR
1. Culture restricts organisation to change as per Environmental
demands.
2. Culture demand new employees to confirm to its values.
3. Breakage of various business alliances.

Culture should be both tight and loose in order to

maximize its asset value and reduce the value of liability. Change
in organisational culture is necessary in order to allow the
organization to change in accordance with the environment and
to act as a change agent to the environment.

BARRIERS OF ORGANISATIONAL
STRUCTURES 17
MANAGEMENT CONCEPTS & ORGANIZATIONAL BEHAVIOUR
• Cultural maintenance requires managers to be aware of
work organisational culture is and how it manifests itself
in their organisation.
• Culture maintenance also requires managers to carefully
examine any new practices for consistency with their
cultures ideology.

WAYS OF MAINTAINING
EFFECTIVE ORGANISATIONAL
STRUCTURE 18
MANAGEMENT CONCEPTS & ORGANIZATIONAL BEHAVIOUR
• Various ways for maintaining organisational culture are
as follows:
- Behaviour of managers and teams
- Reactions to incidents and crises
- Role modelling, teaching and coaching
- Allocation of rewards and status
- Recruitment, selection, promotion and removal
- Organisational rites and ceremonies
- Organisation stories

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MANAGEMENT CONCEPTS & ORGANIZATIONAL BEHAVIOUR