Organizational Behaviour notes

1. Organizational culture and climate

2. Organization culture: concept A common perception held by organization’s members. A system of shared meaning. Culture is the social glue that helps hold the organisation together.

3. Organization culture: definition “Organization culture is the basic pattern of shared assumptions, values and beliefs considered to be the correct way of thinking about and acting on problems and opportunities facing the organization.”

4. Characteristics of organization culture Innovation and risk taking Attention to detail Outcome orientation People orientation Team orientation Aggressiveness Stability

5. Functions of organizational culture Organisational culture provides a sense of identity for members. Organisational culture enhances commitment to the organisation’s mission. Organisational culture clarifies and reinforces standards of behaviour. Defines the boundary between one organization and others. Enhances the stability of the social system.

6. Effects of organizational culture Organizational performance Length of employment Person/organization fit

7. How employees learn organizational culture Artifacts Values Assumptions Beliefs

8. Artifacts Observable symbols and signs of an organization’s culture. eg:., structures, processes etc.

9. Values The reasons given by an organisation for the way things are done. Eg:strategies, goals, philosophies. Assumptions The beliefs that are taken for granted by the organisational members. These are ultimate source of values and action that include: unconscious, perceptions, taken for-granted beliefs, thoughts, feelings etc. Beliefs Represent the individual’s perception of reality.

12. Sub-culture Set of values shared by a minority of the organization’s members. Formed as a result of problems or experiences that are shared by members of different departments. Some subcultures enhance the dominant culture. Some directly oppose the organization’s core values and beliefs. They are called “counter-cultures.”

14. Intensity: degree of commitment to the core values of the organization. Both of these factors are determined by orientation and rewards.

15. Adaptive culture Culture in which employees focus on the changing needs of customers and other stakeholders, and support initiatives to keep pace with those changes. External focus. Employees in an adaptive culture pay as much attention to organizational processes as they do to organizational goals. Strong sense of ownership. Proactive and quick.

16. creating and maintaining a culture HOW ORGANIZATIONAL CULTURE STARTS?

17. Maintaining culture Forces that play a significant role in sustaining culture: Selection practices Concern with how well the candidates will fit into the organization.–Provides information to candidates about the organization. Actions of top management Senior executives help establish behavioural norms that are adopted by the organization. Socialisation method. The process that helps new employees adapt to the organization’s culture.

18. Process of socialization

19. Edgar schein organizational culture: a way to organization's success 3 cognitive levels:

20. Importance of edgar model one can easily understand the paradoxical organizational behaviours and have an in-depth knowledge of the culture. Interpersonal skills also help in understanding culture. Helps to know the culture at different levels. The assumptions can be identified.

21. Organizational climate Climate is defined as the recurring patterns of behavior, attitudes and feelings that characterize life in the organization. The shared perception of the way things are around here.

22. culture v/s climate The two concepts are similar in that both deal with the social context in organizations and both are assumed to effect the behaviour of people. Climate was based in psychology & culture was based in anthropology & sociology. Organization climate usually refers to current situation in an organization in other hand culture usually refers to the historical & tradition of the organization.