Introduction

1.Organizational culture
2.Importance of study about organization
culture
3.Culture web
4.7 dimensions of culture
5.Determinate of organizational culture
Organizational Culture
Organizational culture is the workplace
environment formulated from the
interaction of the employees in the
workplace. Organizational culture is
defined by all of the life experiences,
strengths, weaknesses, education,
upbringing, and so forth of the employees.
While executive leaders play a large role in
defining organizational culture by their
actions and leadership, all employees
contribute to the organizational culture.
Culture in 4 layers
Paradigm
Behavior
Belief
Value
Importance of study about
organizational culture
Change management
Influence management and strategy
Influence employees
The Culture Web
Developed by American professors Gerry
Johnson and Kevan Scholes in 1992
It composed by 7 elements
Use to analyse improve culture of
organization
7 dimensions of culture
Team Orientation
Qantas Airline
sales
ground crew
aircrew
international departments
Outcome Oriented
Emphasize on results of works
Example: Bestbuy electronic retailer
ROWE policies
Dimension- Stability
Stable cultures are predictable, rule-oriented,
and bureaucratic
When the environment is stable and certain,
these cultures may help the organization to
be effective by providing stable and constant
levels of output.
Prevents quick actions and arbitrary
decisions.
However, it may be a misfit to a changing
and dynamic environment.
Dimension- Stability
continued
Kraft Foods, the second-largest confectionery,
food, and beverage in the world.
Centralized decision making & rule orientation
structure;
Caused culture-environment mismatch;
Bureaucratic culture-killing a lot of good ideas &
preventing innovating.
Dimension- Stability
continued
Management designed a change program
to increase flexibility of culture
-“Fight bureaucracy with more
bureaucracy”

Vice president created a “business process

simplification” program in 2001
-but it was eliminated very soon in the
later time of the year
Dimension-Aggressive
The degree to which employees are
aggressive and competitive rather than
cooprative.
aggressiveness culture company is likely to
put competitiveness in the first place, and and
outperforming its competitors.
Dimension-Aggressive
continued
Microsoft is often characterised as super
aggressive.
Created a lot of adversaries-fighting
competitors, protecting its copyrights and
using the court system against rivals
(including the US federal government)
Dimension-Aggressive
continued
Microsoft employees may use language such
as:
“we will kill our competition.”
“we are going to cut off Netscape’s air supply…
Everything they are selling, we are going to
give away”.
Faced a lot of lawsuits & disputes with
competitors over the years.
Dimension-Attention
to detail
Companies with a detail-oriented culture
are characterized as emphasizing precision
and paying attention to details.
Four Seasons and Ritz Carlton are among
hotels who keep records of all customer
requests such as which newspaper the guest
prefers or what type of pillow the customer
uses.
Dimension-Attention to
detail continued
information is put into a computer
system and used to provide better
service to returning customers

Any requests hotel employees

receive, as well as overhear, might
be entered into the database to
serve customers better
Strong and weak of
culture
Depends on :
Size
Age
Employees turnover
Intensity of organizational culture
Conclusion
Every company’s personnel from employees
to management must have an good
understanding of their organizational culture,
in order to perform every tasks on the
expectation of organizational orientation, and
also to design appropriate business strategy
towards its value and goals.