2. .WHAT IS CORPORATE CULTURE.?.WHAT IS CORPORATE CULTURE.?.COMPONENTS OF CORPORATE CULTURE.?.COMPONENTS OF CORPORATE CULTURE.?.HOW DOES CORPORATE CULTURE CONTRIBUTE IN REAL LIFE AND TO WHAT EXTENT. ?.HOW DOES CORPORATE CULTURE CONTRIBUTE IN REAL LIFE AND TO WHAT EXTENT. ?

3. Influences on Corporate culture National culture is an important influence in culture. Categories: 1.Germanic 2.Scandinavian 3.Anglo-Saxon 4.Latin

4. The members bring their own individual experiences, beliefs and values. Task culture can be imported. Senior management may try to determine a Corporate Culture. There will be an internal culture within the workforce.

5. Strong/Weak cultures Strong culture is said to exist where staff respond to stimulus because of their alignment to organizational values. Weak Culture exists where there is a little alignment with organizational values and control must be exercised through extensive procedures and bureaucracy. Culture is seen as ethnocentric or culturocentric. Stronger the culture, the greater the risks of groupthink.

6. Where culture is strong – 1.People do things because they believe it is the right thing to do. 2. Where people, even if they have different ideas, do not challenge organizational thinking, and therefore there is a reduced capacity for innovative thoughts Innovative organizations need individuals who are prepared to challenge the status quo - be it groupthink or bureaucracy,

7. Five characteristics of culture in his study of national influences: 1. Power distance Power distance Power distance 2. Uncertainty avoidance Uncertainty avoidance Uncertainty avoidance 3. individualism vs. collectivism individualism vs. collectivism individualism vs. collectivism 4. Masculinity vs. femininity Masculinity vs. femininity Masculinity vs. femininity 5. Long vs. short term orientation -Hofstede -Hofstede

8. Power distance - The degree to which a society expects there to be differences in the levels of power. A high score suggests that there is an expectation that some individuals wield larger amounts of power than others. A low score reflects the view that all people should have equal rights. Power distance - The degree to which a society expects there to be differences in the levels of power. A high score suggests that there is an expectation that some individuals wield larger amounts of power than others. A low score reflects the view that all people should have equal rights. Power distance Power distance *Uncertainty avoidance reflects the extent to which a society accepts uncertainty and risk.Uncertainty avoidance *individualism vs. collectivism - individualism is contrasted with collectivism, and refers to the extent to which people are expected to stand up for themselves, or alternatively act predominantly as a member of the group or organization.individualism vs. collectivismindividualismcollectivism *Masculinity vs. femininity - refers to the value placed on traditionally male or female values. Male values for example include competitiveness, assertiveness, ambition, and the accumulation of wealth and material possessions.Masculinity vs. femininity

9. Measuring Corporate Culture “ organization culture is the way things get done around here ” “ organization culture is the way things get done around here ” -Deal and Kennedy -Deal and Kennedy They classified this culture based on- They classified this culture based on- 1. Feedback 1. Feedback 2. Risk 2. Risk

10. Feedback - quick feedback means an instant response. This could be in monetary terms, but could also be seen in other ways, such as the impact of a great save in a soccer match. Feedback - quick feedback means an instant response. This could be in monetary terms, but could also be seen in other ways, such as the impact of a great save in a soccer match. Risk - represents the degree of uncertainty in the organization’s activities. Risk - represents the degree of uncertainty in the organization’s activities.

11. Classifications of Corporate culture 1. The Tough-Guy Macho Culture

12. 2. The Work Hard/Play Hard Culture

13. 3. The Bet your Company Culture

14. 4. The Process Culture

15. In The Tough-Guy Macho Culture feedback is quick and the rewards are high. This can be a very stressful culture in which to operate. In The Tough-Guy Macho Culture feedback is quick and the rewards are high. This can be a very stressful culture in which to operate. The Work Hard/Play Hard Culture is characterized by few risks being taken, all with rapid feedback. It is often characterized by team meetings, jargon and buzzwords The Work Hard/Play Hard Culture is characterized by few risks being taken, all with rapid feedback. It is often characterized by team meetings, jargon and buzzwords The Bet your Company Culture, where big stakes decisions are taken, but it may be years before the results are known. The Bet your Company Culture, where big stakes decisions are taken, but it may be years before the results are known. The Process Culture occurs in organizations where there is little or no feedback. People become bogged down with how things are done not with what is to be achieved. The Process Culture occurs in organizations where there is little or no feedback. People become bogged down with how things are done not with what is to be achieved.

16. Elements of Corporate Culture Johnson described elements that can be used to describe Organizational Culture- 1. The Paradigm 1. The Paradigm

17. 2. Control Systems 2. Control Systems 3. Organizational structures 3. Organizational structures

18. 4. Power Structures 4. Power Structures 5. Symbols

19. 6. Rituals and Routines 6. Rituals and Routines 7. Stories and Myths 7. Stories and Myths

20. Critical views Writers from Critical management studies have tended to express skepticism about the functionalist and unitarist views of culture put forward by mainstream management thinkers Writers from Critical management studies have tended to express skepticism about the functionalist and unitarist views of culture put forward by mainstream management thinkersCritical management studiesCritical management studies It would be naive to believe that a single culture exists in all organizations, or that cultural engineering will reflect the interests of all stakeholders within an organization. It would be naive to believe that a single culture exists in all organizations, or that cultural engineering will reflect the interests of all stakeholders within an organization.

21. The assumptions of those putting forward reflect a long-standing tension between cultural and structural versions of what organizations are. The assumptions of those putting forward reflect a long-standing tension between cultural and structural versions of what organizations are. The neat typologies of cultural forms found in textbooks rarely acknowledge such complexities, or the various economic contradictions that exist in capitalist organizations. The neat typologies of cultural forms found in textbooks rarely acknowledge such complexities, or the various economic contradictions that exist in capitalist organizations.

22. Employer and the Corporate Culture Is it necessary for a employer to know his corporate culture? Is it necessary for a employer to know his corporate culture? Effects the employer in many ways: Effects the employer in many ways: 1. His working hours,options like flextime and telecommuting 2. Interaction with people in his workplace 3. His overall personality 4. His personal life 5. Training and professional development opportunities

25. Understanding Culture It is a two step process It is a two step process 1. Before the interview 1. Before the interview 2. At the interview 2. At the interview

26. Before the interview: While you are researching the company for the interview, spend some time searching for clues about the company’s culture. Before the interview: While you are researching the company for the interview, spend some time searching for clues about the company’s culture. At the interview: arriving early to the interview -- unannounced if possible -- and spend the time observing how current employees interact with each other. At the interview: arriving early to the interview -- unannounced if possible -- and spend the time observing how current employees interact with each other.

27. Change to Team Culture 1. Common and consistent goals 2. Organizational commitment 3. Role clarity among team members 4. Team leadership 5. Mutual accountability with the team 6. Complementary knowledge and skills 7. Reinforcement of required behavioral competencies 8. Power (real and perceived) 9. Shared rewards

28. Importance Companies are encouraging employees to be more responsible and act and think like owners Companies are encouraging employees to be more responsible and act and think like owners They are encouraging teamwork and the formation of teams They are encouraging teamwork and the formation of teams

29. The organizational leaders shouldn't ignore corporate culture and should have some goal statements which include- The organizational leaders shouldn't ignore corporate culture and should have some goal statements which include- 1. To encourage employees to "have a life" outside the company 2. To be accepting of cultural diversity diversity 3. To be financially successful

30. Presented by 1)PRANIT JOSHI 04010713 2)KRISHNA JAYADEV 3)N.BHARATH REDDY 4)B.VARUN 5)VENKAT RANGAN 6)D.KARTHIK 7)L.ADITYA TEJASWEE 8)I.VIKRAM KUMAR GOUD 9)JANARDHAN KUMAR AMBURI 10)CH.SRI HARSHA 11)SATISH JAMI