Organizational Culture Profile

1. Organizational Culture Profile Dr. Pankaj Kumar IIM Lucknow

2. Types * Autocratic or feudal culture is characterized by centralized power concentrated in a few persons, and observation of proper protocol in relation to the person/s in power.* Bureaucratic culture is characterized by primacy of procedures and rules, hierarchy and distant and impersonal relationship.* Technocratic culture emphasizes technical / professional standards and improvement.* Entrepreneurial culture in concerned about achievement of results and providing excellent services to the customers.

3. Profile of OC • Cultures Focus Climate EthosAutocratic/ Proper Dependency+ All opposite Feudal Protocol Affiliation values of OCTAPACEBureaucratic Rules & Control + safe playing, Regulations Dependency inertia, conflict & closedTechnocratic Perfection Expert power proaction, + Extension autonomy, collaboration, experimentationEntrepreneurial/ Results, Achievement OCTAPACEDemocratic/ Customers +ExtensionOrganic

4. OCTAPACE • O – OPENNESS • C – COLLABORATION • T – TRUST • A – AUTONOMY • P – PRO - ACTIVE • A – AUTHENTICITY • C – CONFRONTATION • E– EXPERIMRNTATION

5. Organizational Climate & Ethos# Achievement (concern for excellence)# Expert Power (concern for impact through expertise)# Extension (concern for relevance to larger goals and entities)# Control (concern for orderliness)# Affiliation (concern for maintaining good personal relations)# Dependency (concern for approval & maintenance of hierarchical order)* OCTAPACE

6. Pareek (1995)“ … a cumulative preference of some states of life over others (values), the predispositions concerning responses towards several significant issues and phenomena (attitudes), organized ways of filling time in relation to certain affairs (rituals), and ways of promoting desired behaviours and preventing undesirable ones (sanctions).”

7. VisionMissionGoals & ObjectivesStrategiesStructureCultureBehaviourPerformance

8. Artifacts & creation Technology Arts Visible & Audible Behavior Patterns Visible but often not decipherable Values Greaterlevels of awareness Basic Assumption Relationship to environment Nature of reality Time & Space Nature of Human activities Nature of Human Relationship Taken for granted Invisible preconscious Levels of Culture and its interaction

9. Developing OC involves* Developing a strong corporate identity* Development of important values* Building healthy traditions* Developing consistent management practices

10. Cultural aspect of HRD concerned with* Development of Appropriate OC* Creating conducive Org. Climate* Improving Communication* Evolving effective reward system

11. Strong Corporate Identitydevelops when employees have a sense of belonging, and feel proud of working with the organization, which develops as a result of interaction of employees with the organization.* Developing an attractive Induction Booklet* Films on success experiences in the organization* Company newsletters* Mobility of People

12. Developing important valuesValues of excellence and human consideration develop only by demonstrating these values in action.* Surveys of Values and differences b/w espoused v/s practiced values* Special value orientation programmes* Examining the various systems operating in the organization* Special OD intervention in Cooperation and Collaboration

13. Building Healthy traditions & practicesTraditions are built in org. on the basis of important Functional rituals or celebrations* Induction programme for new entrant* Promotions as transition* Ritual associated with “old age” and retirement* Exceptional behaviour* Celebration of special individual & important organizational days