1. MEDICAPS INSTITUTE OF
SCIENCE &TECHNOLOGY
SUBJECT :- ORGANIZATIONAL BEHAVIOUR & PROCESSES TOPIC:-
ORGANIZATIONAL CULTURE
SUBMITTED TO: SUBMITTED BY:-
PROF. DHEERAJ TIWARI ABHILASHA PRAPANNA
DISHA TIWARI
MBA (CORE),SEC-B

2. ORGANIZATONAL CULTURE

3. ORGANIZATION
+
CULTURE
=
Organizational
culture

4. #ORGANIZATION:
-
collection of people who
work together and co-
ordinate their action to
achieve individual and
organizational goals.

5. #CULTURE:-
The predominating attit
udes, behaviour,
thoughts, rituals,
vision, values,
language, beliefs,
habits
etc that characterize the
functioning of a group
or organization.

6. ORGANIZATIONAL CULTURE:-

7. ORGANIZATIONAL CULTURE:-
Organizational culture is the behaviour of humans within an
organization and the meaning that people attach to those
behaviours. Culture includes the organization's vision, values,
norms, systems, symbols, language, assumptions, beliefs, and
habits. It is also the pattern of such collective behaviours and
assumptions that are taught to new organizational members as a
way of perceiving, and even thinking and feeling. Organizational
culture affects the way people and groups interact with each
other, with clients, and with stakeholders.

8. Daniel Denison’s model (1990):- organizational culture can be
described by four general dimensions.
 Mission - Strategic Direction and Intent, Goals and Objectives and
Vision
 Adaptability - Creating Change, Customer Focus and Organizational
Learning
 Involvement - Empowerment, Team Orientation and Capability
Development
 Consistency - Core Values, Agreement, Coordination/Integration
Denison’s model also allows cultures to be described broadly as
externally or internally focused as well as flexible versus stable. The
model has been typically used to diagnose cultural problems in
organizations.

9. CHARACTERISTICS OF ORGANIZATIONAL CULTURE:-
• Innovation & risk taking :- The degree to which employees are
encore- aged to be innovative and take risks.
• Attention to detail:- The degree to which employees are
expected to exhibit precision, analysis, and attention to detail.

10.  Team orientation:- The degree to which work activities are
organized around teams rather than individuals
 Aggressiveness:- The degree to which work activities are
organized around teams rather than individuals
 Stability:- The degree to which organizational activities
emphasize maintaining the status quo in contrast to growth

11.  Outcome orientation:- The degree to which management
focuses on re- salts or outcomes rather than on the
techniques and processes used to achieve them.
 People orientation :- The degree to which management
decisions take into consideration the effect of outcomes on
people within the organization

13. VIDU
# Individualism vs. collectivism
# Power distance orientation
# Uncertain avoidance
# Masculinity vs. femininity
#Long term orientation

14. LEVELS OF CULTURE :-
Basic
underlying
assumption
Espoused
values
Artifacts

15. STAGES OF SOCIALIZATION
Choice anticipatory
socialization
Entry encounter
Change
metamorphic
• Getting in
•Breaking in
•Setting in

16. COMPONENTS TO LEARN CULTURE
components
Materials
Stories
Materials
language