By Group-11 Ankita Sinha Rajmilan Peenu Singh Rabitha G

What is Organizational culture? Culture is a general combination of beliefs,morals,value systems, behavioural norms , and way of doing business that are unique to each corporation. Social culture affects organational and individual. It is a system of shared meaning held by members that distinguishes the organization from other Organization

By narrating of stories Rituals and customers Through symbols Personal enactment.

It has a boundary defining role; that is, it creates distinction between one organization members. It conveys a sense of identity for organization members People in organization come from different cultural backgrounds . It serve as behavioral regularities No organizational can operate in isolation to its cultural environment. Thus , its a social phenomenon.

Assessment of the Culture

Strong corporate culture. Strong sense of organizational history. They are proud of their single store, humble origins. Supports global youth employment. Creates pro-social initiatives like the Ronald McDonald Foundation. In a highly competitive field, which is beginning to be more regulated than in the past. eg. In New York state, food must be cooked without trans fats.

McDonalds prefers to retain employees and try to offer promotion opportunities McDonalds wants to invest in their leaders, this is called entry socialization. Hamburger University trains all managers in the corporate culture of the restaurant. Management and decision-making is very centralized. Lower levels are rarely asked to make input or ideas.

SOCIAL RESPONSIBILITY

McHappy Day
They do charity under umbrella of Ronald McDonald House Charities (RMHC)

Think about health Care about the balance of work Follow the rules Value honesty

Identifying Culture
INDIVIDUAL AUTONOMY:LOW STRUCTURE: HIGH SUPPORT: MEDIUM IDENTIFICATION:LOW RISK TOLERANCE:LOW CONFLICT TOLERANCE:LOW PERFORMANCE-REWARD:HIGH

Reliance

Has

formal and informal rules The principal idea is that corporate board of directors are guided in their decisions by both historical precedents and formal rules. Institutional theory-rules enable and constrain organizational decisions and those of its board of directors.

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Three aspects of theory It proposes rule-based theory of action and decision making, in which organizational decisions are enacted through the application of appropriate rules. Highlights the importance of history in shaping the rules and routines that structure behavior. Emphasizes the interplay of cognitive and political factors in the generation and maintenance of organizational rules.

There is weak culture where there is little alignment with organizational values and control must be exercised through extensive procedures Ethics , corporate social responsibility Examples: Reliance petrol pumps Adlabs RLIC

TATA

A culture of innovation Several strategies have been implemented in order to build a culture of innovation and stimulate employees to think innovatively. Tata Group Innovation Forum (TGIF) The Tata Group believes that investing in the health and welfare of local communities and society generally is part of its duty as a corporate citizen, as well as being in its longterm interest

Tata companys management practices and business conduct will benefit the country, localities and communities in which it operates. Tata company will provide equal opportunities to all its employees. Transparency CSR Investor benefits dealers Tata conducts business quiz-encourages young minds

With a strong task focus and ability to change direction quickly, Japanese businesses are known for their Guided Missile Project Culture. Trompenaar used the guided missile as a metaphor for Japanese corporate culture because of the following characteristics that distinguish businesses in Japan: Formal hierarchal considerations are given low priority. Teams and project groups are common. While individual expertise is important, all project team members are treated as equal. Japanese teams take a problem-centered approach to their tasks.

The Japanese focus intently on the work with all members committed to the team goal. Japanese managers use extensive suggestion systems and quality circles to solicit employee feedback, and are always available to listen to team member concerns. Because supervisors and subordinates work closely together, changes are executed quickly.

1. Generally, Japanese companies offer lifetime employment subject to few layoffs. Layoffs are much more common in the United States. 2. Because many Japanese companies offer lifelong tenure, career paths in Japan are more general when contrasted with their much more specialized American counterparts. 3. major difference between Japanese and American mindsets is that Japan focuses on the long-term while Americans frantically chase short-term goals.

4. Japanese businesses traditionally make decisions in groups whereas Americans have a more individualistic approach. 5.Japanese performance control mechanisms are informal. These informal employee controls come down to the fact that Japanese employers are concerned for their employees interests -both at work and home with their families. American businesses mostly focus on their employees work lives

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