BLOCK 4

ORGANISATIONAL PROCESSES

UNIT 10-- ORGANISATION STRUCTURE AND DESIGN

Organising is the formal grouping of activities and resources for facilitating attainment of specific
organisational objectives.
Organisation structure refers to the formal, established pattern of relationships amongst the various
parts of a firm or any organisation. The formal relationships in an organisation are those as described
in an organization chart. The organisation chart is a rather abstract illustration of the structure.

The elements of an organisation structure are:

⚫ The network of formal relationships and duties, i.e. the organisation chart plus the job
descriptions,
⚫ The manner in which various tasks and activities are assigned to different people and
departments (differentiation),
⚫ The manner in which the separate activities and tasks are coordinated (integration),
⚫ The power, status, and hierarchical relationships within the organisation (authority system),
⚫ The planned and formalised policies, procedures and controls that guide the activities and
relationships (administrative system), and
⚫ The flow of information and communication network.

FORMAL AND INFORMAL ORGANISATIONS

⚫ A formal organisation is the result of explicit decision-making, deciding how people
⚫ and activities should be related to one another.
⚫ The formal organisation is the result of a deliberate and planned effort to pattern activities and
relationships in a specific manner to facilitate achieving the specified objectives.
⚫ The formal structure delineates specific departments, activities, people and their
⚫ reporting relationships.
⚫ Only through formal communication channels, all type of information and instructions should pass.
⚫ The formal organisation is slow to respond to changing external and internal forces.

⚫ While the informal organisation is spontaneous.

⚫ .The informal structure refers to the social groups or friendships which people working together
may form.
⚫ The most important aspect of the informal organisation is the informal communication network or
`grapevine' as it is more commonly known.
⚫ Information is transmitted quickly throug informal communication networks.
⚫ Sometimes the norms and work ethics evolved by the informal organisation take precedence over
the official norms.
⚫ Informality evolved values operating within the parameters of the formal organisation. These
values may relate to dress, employment of women, employment of members of a minority community,
etc.

Both the formal and the informal organisations operate together to form the total organisation.
FACTORS INFLUENCING THE CHOICE OF STRUCTURE
Environment
Organizational size
Organization’s strategy
Technology

Environment
It is an aggregate of all the factors, conditions, events, and influences that surround and affect the
activities of an organization. The organization should analyze the environment in which it operates
while designing its structure. This helps an organization to collect information on the latest trends and
changes in the market and develop its configuration accordingly.

Organizational size

It is defined by the number of employees and an organization’s businesses. The size of the
organization primarily influences the organizational structure. For example, the line organizational
structure is preferred in a small organization comprising about 50 people. On the other hand, large-
scale organizations generally prefer the matrix organizational structure.

Organization’s strategy

The strategy of the organization should be well-fitted with the organization’s structure. For example,
if the process of an organization is to maximize overall productivity, all the departments are required
to meet the desired level of productivity. In such a case, the functional organizational structure is
followed which divides an organization into different departments such as marketing, finance, and
operations.

Technology

The advent of advanced technologies has automated the different processes of organizations. This has
created less need for human resources. For example, ATMs provide banking facilities such as money
deposits and withdrawals to people without visiting banks. This has changed the organizational
structures of banks.

Purpose/ Importance of Organizing

1. The main purpose of such a structure is to help the organization work towards its goals.
2. It brings members of the organization together and demarcates functions between them.
3. The structure also helps in ensuring smooth and efficient functioning.
4. It reduces time, money and efforts. This happens only because every person knows what her
responsibilities are.
5. Work happens with precise coordination with minimum wastage of resources.

Organisation Structure of a company:

• Forms the basis of employee reporting and relations

• Decides the post of employees in their administrative divisions
• Formulates a system of coordination and interdependence in an organization
• Establishes a well-defined workflow aimed at attaining organizational goals
Type of Organisational Structures

1.Flat Organizational Structure

A flat organisational structure is basically a hierarchical structure that can be pointed by a pyramid shape.
But the base of the pyramid is much wider with few layers between the top management and bottom line
employees. The command chain in this structure is short but the span of control is wide. The leading
position in this structure is president or chief executive officer.

Advantages of Flat Organizational Structure

Flat organisation structure has many advantages. Some of the advantages are mentioned below:

• As there are minimum management levels, flat structure is cost effective as the company is paying fewer
people to get the work done.
• Improved communication between managers and employees.
• Having fewer levels, employees can directly report to managers and share new ideas which helps the
managers to make decision quickly.

Disadvantages of Flat Organizational Structure

Besides the advantages, flat organisational structure has some disadvantages as well. Some of the
disadvantages are stated below:

• Flat structure may hold back the growth of an organisation to a certain level.
• Employees may have more than two bosses which can confuse them during the time of reporting. They
may be confused thinking of which of the bosses will be the best to report.
• In situation where there is more than one boss, there could be a power struggle of having maximum
control on employees.
• Flat organisational structure is mainly for small organisation e.g. Partnerships, some private limited
companies, cooperatives.

2.Tall Organizational Structure

Tall organisational structure consists of many management levels and supervision. The chain of command
is long. Employees are only related to the department managers. All managers and employees are
supervised by their senior managers. Because of many numbers of levels in this structure, it cause problems
with communication and therefore takes long time for decision making. The top of all the management
level is usually called chief executive officer.

Advantages of Tall Organizational Structure

There are many advantages of tall organisational structure. Some of the advantages are noted below:

• All employees are closely supervised as the span of control is narrow. Each manager manages small
number of employees.
• Management structure is clear.
• The responsibilities of each level manager are clear and different.
• The success of every employee including managers is clear and therefore, tall organisational structure
has clear promotional ladder.
Disadvantages of Tall Organizational Structure

Besides advantages tall organisational structures have many disadvantages as well. Some of the
disadvantages are given below:

• As the employees are closely supervised by their managers, so the employees have less freedom and
responsibilities.
• Decision making process could be slow as approval may be required from various levels of managers.
• Every communication needs to take place through different levels of management.

3. Line Organisation:

Line organisation is the simplest and oldest form of organisation structure. It is called as military or
departmental or scalar type of organization. Under this system, authority flows directly and vertically
from the top of the managerial hierarchy ‘down to different levels of managers and subordinates and
down to the operative level of workers.

Line organisation clearly identifies authority, responsibility and accountability at each level. The
personnel in Line organization are directly involved in achieving the objectives of the organization.

Advantages of Line Organization:

a. The line organization structure is very simple to understand and simple to operate.

b. Communication is fast and easy and feedback can be acted upon faster.

c. Responsibility is fixed and unified at each level and authority and accountability are clear-cut, hence
each individual knows to whom he is responsible and who is or in truth responsible to him.

Disadvantages of Line Organization:

a. It is a rigid and inflexible form of organization.

b. There is a tendency for line authority to become dictatorial.

c. It overloads the executive with pressing activities so that long-range planning and policy formulation
are often neglected.,

d. There is no provision for specialists and specialization, which is essential for growth and
optimisation.

4. Line and Staff Organization:

This type of organization structure is in large enterprises. The functional specialists are added to the
line in line and staff organization. “Line functions are those which have direct responsibility for
accomplishing the objectives of the enterprises and staff refers to those elements of the organization
that help the line to work most effectively in accomplishing the primary objectives of the enterprises.”

In the line and staff organisation, staffs assist the line managers in their duties in order to achieve the
high performance.
Advantages of Line and Staff Organisation:

a. Line officers can concentrate mainly on the doing function as the work of planning and investigation
is performed by the staff. Specialisation provides for experts advice and efficiency in management.

b. Since the organisation comprises line and staff functions, decisions can be taken easily.
c. The staff officers supply complete factual data to the line officers covering activity within and
without their own units. This will help to greater co-ordination.

Disadvantages of Line and Staff Organisation:

a. Confusion and conflict may arise between line and staff. Because the allocation of authority and
responsibility is not clear and members of the lower levels may be confused by various line orders and
staff advices.

b. Staff generally advise to the lines, but line decides and acts. Therefore the staffs often feel powerless.

c. Too much reliance on staff officers may not be beneficial to the business because line officials may
lose much of their judgment and imitative.

5.Functional Structure

Under this method, the structure of the enterprise is classified into different functional areas. Each
functional area is headed by a specialist who has full control of that function over the organization and
gives instructions direct to the personnel, rather than through the chain of command.

Advantages of Functional Organisation:

a. Each manager is an expert in his field. He has to perform a limited number of functions. So complete
specialisation will be in functional organisation.

b. The greater degree of specialisation leads the improvement in the quality of product.

Disadvantages of Functional Organisation:

a. Since workers are under different bosses, discipline is hard to achieve. As results there will be low
morale on the part of the workers.

b. Due to that control is divided, action cannot be taken immediately.

6. Project Organisation:

This organisational structure are temporarily formed for specific projects for a specific period of time,
for the project of achieving the goal of developing new product, the specialists from different functional
departments such as production, engineering, quality control, marketing research etc., will be drawn to
work together. These specialists go back to their respective duties as soon as the project is completed.

Advantages of Project Organisation:

a. The grouping of activities on the basis of each project results in introduction of new authority
patterns.

b. Since the specialists from different departments is drawn to work together under the project
organisation it helps to coordination.

Disadvantages of Project Organisation:

a. The uncertainty may be attributed to the diverse backgrounds of the professional who are deputed to
the project.
b. The project manager finds it difficult to motivate and control the staff in a traditional way in the
absence of well-defined areas of responsibility lines of communication and criteria to judge
performance.

7. Matrix Structure

Matrix organisation is “any organisation that employs a multiple command system that includes not
only the multiple command structure.

A matrix organisation, also referred to as the “multiple command system” has two chains of command.
One chain of command is functional in which the flow of authority is vertical.

The second chain is horizontal depicted by a project team, which is led by the project, or group manager
who is an expert in his team’s assigned area of specialisation.

Since the matrix structure integrates the efforts of functional and project authority, the vertical and
horizontal lines of authority are combination of the authority flows both down and across.

Advantages of Matrix Organisation:

1. Since there is both vertical and horizontal communication it increases the coordination and this
coordination leads to greater and more effective control over operations.

2. Since the matrix organisation is handling a number of projects, available resources will be used fully.

Disadvantages of Matrix Organisation:

1. Since, there is more than one supervisor for each worker, it causes confusion and conflicts and reduce
effective control.

2. There is continuous communication both vertically as well horizontally, which increases paper work
and costs.

3. It is difficult to achieve a balance below on the projects technical and administrative aspects.

8. Network Structure

Relies on external partnerships, alliances, and outsourcing arrangements to perform key functions or
deliver products and services.

The organization acts as a network of interconnected entities, leveraging external expertise and
resources to achieve its objectives. For instance, a company may have a product development team and a
marketing team, each operating as different divisions. However, when new projects arise, members of those
teams can pair up to tackle projects together.
Advantages of a Network Organizational Structure
Business leaders choose a network organizational structure on account of the following advantages:
• Natural communication: Workers have opportunities to interface with team members from different
divisions. This sparks natural dialogue and a sense of common purpose.
• Openness to organizational change: Employees are less likely to feel emotionally tethered to
hierarchies and specific workflows. This can smooth the path to organizational change.
• Versatility and adaptability: Team members can flow freely from one project to another without
having to worry about the limitations of a hierarchical org chart.
Disadvantages of a Network Organizational Structure
Network organizational structures do not fit the needs of every company. Here are three reasons why some
companies reject this type of organizational structure:
• Potential for redundancy: Networked organizations can end up with multiple teams doing similar work.
This leads to inefficiencies that rarely occur in hierarchical structures (like a matrix organizational structure
or a functional organizational structure).
• Relatively weak leadership: Compared to functional organizations or matrix organizations, networked
organizations have fewer checkpoints for management to exert control over the workforce. Some
employees may see this as a positive thing, but it can stymie corporate executives who favor a traditional
chain of command.
• Unbalanced workloads: Many networked organizations end up with some cohorts stretched to their
limits and others doing the bare minimum. This particularly comes into play when the organization focuses
on a particular project that only involves some members of the overall team.

9.Multi-divisional organization

The multi-divisional organization has a holding company and several subsidiaries. The holding
company acts as the headquarter, usually small in size. Meanwhile, subsidiary companies operate
business divisions or strategic units.

Business units operate in specific industries and are independent of each other. This structure is
common among large companies with many business units. Called the divisional or multidivisional (M-
Form) structure, a company that uses this method structures its leadership team based on the products,
projects, or subsidiaries they operate. A good example of this structure is Johnson & Johnson. With
thousands of products and lines of business, the company structures itself so each business unit operates
as its own company with its own president.

Divisions may also be designated geographically in addition to specialization. For instance, a global
corporation may have a North American Division and a European Division.

10. Hourglass Structure

Organizations in which formal hierarchies are evenly divided between members with high levels of formal
authority and those with little to no authority resemble an hourglass.

They represent a paring of extremes in which an equal number of high and low authority members exist,
and the majority of team falls into one of those groups. In other words, there are relatively few group
members with a medium level of authority.

INTEGRATION OF ORGANISATIONAL TASKS AND ACTIVITIES

1. Integration through authority

2. Integration through administration
3. Integration through communication

Integration through authority:--The basis for the hierarchical relationship is that the superior has
authority over the subordinate in terms of assigning work and the latter, in turn, is
obliged to obey the superior.
Hierarchical relationships facilitate integration because they ensure that all activities are ultimately
placed under one authority and thus are linked together. The top position becomes the centre for all
coordination.
In a small organisation, with a single product line, integration and coordination from one central
position is certainly feasible. But if you consider large organisations with operations spread over
many geographical areas, product lines running into hundreds and employing thousands of people, it
is no longer physically possible for one person to coordinate all the tasks and activities.

Integration through administration:- A great deal of coordinative effort in organisation is

concerned with a horizontal flow of work of a routine nature.
Administrative systems are formal procedures designed to carry out much of this routine."
Every organisation has its own administrative procedures and systems. These relate to almost every
aspect of organisational life. The procedure for selecting new recruits, calculation and mode of
overtime, travel, medical and other allowances, the system of memos and movement of a file from
one department to another for decision-making are all illustrations of administrative procedures. The
larger the organisation, generally, the more formally prescribed and numerous are its administrative
procedures.

Integration through communication:- Computers and many other technical improvements have
resulted in organisation's increased ability to collect, process, analyse and transmit vast
amounts of information Organisations today have greater access to an almost unbelievable array of
information. It is not so much the access to sophisticated technology which an organisation has that
determines the efficiency or efficacy of its communication network but rather the stance and attitude
of the top management in encouraging its people to talk with each other and share more information.

UNIT 11 ORGANISATION COMMUNICATION PROCESSES

1. Communication: Meaning and Purpose
Communication is a two-way process wherein the message in the form of ideas, thoughts, feelings,
opinions is transmitted between two or more persons with the intent of creating a shared
understanding.
The communication is a dynamic process that begins with the conceptualizing of ideas by the sender
who then transmits the message through a channel to the receiver, who in turn gives the feedback in
the form of some message or signal within the given time frame. Thus, there are Seven major
elements of communication process:
Sender, Message, Encoding, Channel, Decoding, Receiver, Feedback.

2 Importance of Communication

3 Communication Process
Communication Process
Communication is an ongoing process that mainly involves three components namely. sender,
message, and recipient. The components involved in the communication process are described below
in detail:

Sender:- The sender or contact generates the message and transmits it to the recipient. He is the
source and the first contact
Message:- It is an idea, knowledge, opinion, truth, feeling, etc. produced by the sender and intended
for reference.
Encoding:- The message produced by the sender is encrypted in a symbolic way such as words,
pictures, touches, etc. before transfer.
The media:- This is how the coded message is conveyed. The message can be conveyed orally or in
writing.
Recording:- It is a process of modifying the signals sent by the sender. After recording the message
is received by the recipient.
Receiver:- You are the last person in the chain and the message you sent was sent. If the recipient
receives the message and understands it correctly and acts on the message, only then the purpose of
the communication is achieved.
Decoding:-Once the recipient confirms to the sender that you received the message and understood it,
the communication process is complete.
Noise:- Refers to any restrictions caused by the sender, message or recipient during the
communication process. For example, incorrect telephone connection, incorrect coding, incorrect
recording, careless recipient, incorrect understanding of message due to discrimination or
inappropriate touch, etc.

Types of Communication
Verbal and Non-verbal Communication
Verbal communication:
When messages or information is exchanged or communicated through words is called verbal
communication. Verbal communication may be two types: written and oral communication. Verbal
communication takes place through face-to-face conversations, group discussions, counseling,
interview, radio, television, calls, memos, letters, reports, notes, email etc.
ORAL COMMUNICATION Oral communication implies communication through mouth. It includes
individuals conversing with each other, be it direct conversation or telephonic conversation. Speeches,
presentations, discussions are all forms of oral communication. Oral communication is generally
recommended when the communication matter is of temporary kind or where a direct nteraction 10 is
required. Face to face communication (meetings, lectures, conferences, interviews, etc.) is significant
so as to build a rapport and trust.
Advantages of Oral Communication
1. There is high level of understanding and transparency in oral communication as it is interpersonal.
2. There is no element of rigidity in oral communication.
3. There is flexibility for allowing changes in the decisions previously taken.
4. The feedback is spontaneous in case of oral communication. Thus, decisions can be made quickly
without any delay.
5. Oral communication is not only time saving, but it also saves upon money and efforts.
6. Oral communication is best in case of problem resolution. The conflicts, disputes and many
issues/differences can be put to an end by talking them over.
7. Oral communication is an essential for teamwork and group energy.
8. Oral communication promotes a receptive and encouraging morale among organizational
employees.

Disadvantages/Limitations of Oral Communication

1. Relying only on oral communication may not be sufficient as business communication is formal
and very organized.
2. Oral communication is less authentic than written communication as they are informal and not as
organized as written communication.
3. Oral communication is time-saving as far as daily interactions are concerned, but in case of
meetings, long speeches consume lot of time and are unproductive at times.
4. Oral communication (such as speeches) is not frequently used as legal records except in
investigation work.
WRITTEN COMMUNICATION
Written Communication‘ means the sending of messages, orders or instructions in writing through
letters, circulars, manuals, reports, telegrams, office memos, bulletins, etc. It is a formal method of
communication and is less flexible. A written document preserved properly becomes a permanent
record for future reference. It can also be used as legal evidence. It is time consuming, costly and
unsuitable for confidential and emergent communication. Written communication, to be effective,
should be clear, complete, concise, correct, and courteous.
Advantages of written communication
1. Easy to preserve: The documents of written communication are easy to preserve. Oral and non-
verbal communication cannot be preserved. If it is needed, important information can be
collected from the preserved documents.
2. Easy presentation of complex matter: Written communication is the best way to represent any
complex matter easily and attractively.
3. Permanent record: The documents of written communication act as a permanent record. When
it is needed, important information can be easily collected from the preserved documents.
4. Prevention of wastage of time and money: Written communication prevents the waste of
money and time. Without meeting with each other the communicator and communicate can
exchange their views.
5. Accurate presentation: Through the documents of the written communication top executive can
present the information more accurately and clearly. As it is a legal document everybody takes
much care does draft it.
6. Use as a reference: If it is needed, written communication can be used as future reference.
7. Delegation of authority: Written communication can help the authority to delegate the power
and authority to the subordinate. It is quite impossible to delegate power without a written
document.
8. Longevity: Written document can be preserved for a long time easily. That is why; all the
important issues of an organization should be back and white.
9. Effective communication: Written communication helps to make communication effective. It
is more dependable and effective than those of other forms of communication.
10. Maintaining image: Written communication helps to maintain the images of both the person
and the organization. It also protects the images of the company or organization.
11. Proper information: It is a proper and complete communication system. There is no
opportunity to include any unnecessary information in a written document.
12. Less distortion possibility: In this communication system information is recorded permanently.
So, there is less possibility of distortion and alteration of the information.
13. No opportunity to misinterpret: there is any opportunity to misinterpret the information or
messages of written communication.
14. Controlling tool: Written communication can help to control the organizational activity. The
written document may be used as a tool for controlling.
15. Easy to verify: The information and messages that are preserved can be verified easily. If there
arises any misunderstanding any party can easily verify the information.

DISADVANTAGES OF WRITTEN COMMUNICATION

1. Expensive: Written communication is comparatively expensive. For this communication paper, pen,
ink, typewriter, computer and a large number of employees are needed.
2. Time consuming: Written communication takes time to communicate with others. It is a time
consuming media. It costs the valuable time of both the writer and the reader.
3. Useless for illiterate person: It messages receiver is illiterate, written communication is quite
impossible. This is major disadvantage written communication.
4. Difficult to maintain secrecy: It is an unexpected medium to keep business secrecy. Secrecy is not
always possible to maintain through written communication. Because here needs to discuss
everything in black and white.
5. Lack of flexibility: Since writing documents cannot be changed easily at any time. Lack of
flexibility is one of the most important limitations of written communication.
6. Delay in response: It takes much time to get a response from the message receiver; prompt response
is not possible in case of written communication that is possible in oral communication.
7. Delay in decision making: Written communication takes much time to communicate with all the
parties concerned. So the decision maker cannot take decisions quickly.
8. Cost in record keeping: It is very difficult and expensive to keep all the records in written
communication.
9. Complex words: Sometimes the writer uses complex words in writing a message. It becomes
difficult to meaning out to the reader. So the objectives of the communication may lose.
10. Lack of direct relation: If there is no direct relation between the writer and the reader,
writer communication cannot help to establish a direct relation between them.

NON – VERBAL COMMUNICATION

Behavior and elements of speech aside from the words themselves that transmit meaning. Non verbal
communication includes pitch, speed, tone and volume of voice, gestures and facial expressions, body
posture, stance, and proximity to the listener, eye movements and contact, and dress and appearance.

A. BODY LANGUAGE
Message can be transmitted with the help of our body movements which is called body language.
Body language is a form of non-verbal communication, which consists of posture, gestures, facial
expressions, eye movements etc.

1. Facial expression: A facial expression is one or more motions or positions of the muscles in the
skin of face. These movements convey the emotional state of the individual to observers.
Facialexpressions for happiness, sadness, anger and fear are similar throughout the world.

2. Gestures: Gestures refers to visible bodily actions communicate particular messages which include
movement of the hands, face, eyes, head or other parts of the body. Common gestures include waving,
pointing, and using fingers to indicate numeric amounts. Culture-specific gestures that can be used as
replacement for words, such as the hand wave used in western cultures for ―hello‖ and ―goodbye‖.

3. Posture: Posture indicates the position in which we hold the body when standing or sitting. It can
help to communicate non-verbally. Consider the following actions and note cultural differences:
Bowing not done criticized or affected in US; shows rank in Japan. Slouching rude in most Northern
European areas. Hands in pocket-disrespectful in Turkey. Sitting with legs crossed-offensive in
Ghana, Turkey. Showing soles of feet-offensive in Thailand, Saudi Arabia.

4. Eye Gaze or Eye contact: Eye contact indicates looking, staring and blinking etc. which is
important in nonverbal behaviors. Looking at another person can indicate a range of emotions,
including hostility, attention, interest, and attraction, defines power and status and has a central role in
managing impressions of others.

5. Appearance and dress: External appearances also play a vital role to communicate others. Our
clothes dress provide a good visual signal to our interest, age, personality, taste, and sex. Our choice
of color, clothing, hairstyles and other factors affecting appearance are also considered a means of
nonverbal can evoke different moods. Consider differing cultural standards on what is attractive in
dress and on what constitutes modesty. For example, seeing the dress of army officers, we can easily
determine the job status.

6. Touch: Touch is culturally determined. But each culture has a clear concept of what parts of the
body one may not touch. Basic message of touch is to affect or control-protect, support and
disapprove (i.e. hug, kiss, hit, kick) USA-Handshake is common (even for strangers), hugs and kisses
for those of opposite gender or of family (usually) on an increasingly more intimate basis. 15 Islamic
and Hindu- Typically don‘t touch with the left hand. Left hand is for toilet functions. Islamic cultures
generally don‘t approve of any touching to opposite genders (even handshakes). But consider such
touching (including hand holding, hugs) between same sexes to be appropriate.

7. Silence: Silence is another form of non-verbal communication which expresses the positive or
negative meanings of particular messages. In a classroom, silence indicates that students are listening
carefully and attentively.

B. SPACE OR PROXIMITY: People often refer to their need for ―personal space‖, which are also
important types of non verbal communication. The physical distance between you and others signals
your level of intimacy and comfort. If someone you don‘t know stand too close or touches too often,
you will probably begin to feel uncomfortable.

C. TIME: Another type of non-verbal communication involves time. Thant is how we give meaning
to time communicates to other. For example, begin late in work everybody a worker can be
considered as a man of carelessness but if a manager does it; we say it is a symbol of power. We
know, time can play a vital role to reduce tension, conflict among groups. It is said that- ―Kill the
time to delay the justice‖.

D. PARALINGUISTIC (TONE AND VOLUME OF VOICE) Paralinguistic refers to vocal

communication that is separate from actual language. Paralanguage also include s such vocal
characteristics as rate (speed of speaking), pitch (highness or lowness of tone), inflection, volume
(loudness) and quality (pleasing or unpleasant sound). Vocal characterizers (laugh, cry, yell, moan,
whine, belch and yawn). These send different message in different cultures (Japan- giggling indicates
embarrassment; India- belch indicates satisfaction) 16 Vocal qualifiers (volume, pitch, rhythm, tempo,
and tone). Loudness indicates strength in Arabic cultures and softness indicates weakness; indicates
confidence and authority to the Germans; indicates impoliteness to the Thai; indicates loss of control
to the Japanese. (Generally, one learns not to ―shout‖ in Asia for nearly any reason). Gender-based
as well women tend to speak higher and more softly than men. Vocal segregates (UN-huh, shh, uh,
ooh, mmmh, hummm, eh mah, lah). Segretates indicate formality, acceptance, assent, uncertainty.

E. VISUAL COMMUNICATION When communication takes place by means of any visual aid, it
is known as visual communication. Such as facial expression, gesture, eye contact, signals, map, chart,
poster, slide, sign etc. for example, to indicate ‗danger‘, we use red sign, to indicate ‗no smoking‘,
we use an image showing a lighted cigarette with across mark on it etc.

Barriers to Communication
The process of communication has multiple barriers. The intended communique will often be disturbed
and distorted leading to a condition of misunderstanding and failure of communication. The Barriers to
effective communication could be of many types like linguistic, psychological, emotional, physical, and
cultural etc. We will see all of these types in detail below.

I-Language/ Semantic Barriers:

Barriers arising due to differences in languages, words meaning or pronunciation can create confusion
among the people. Linguistic means related to the language. Semantic means the meaning of the
words.
Following are some of the examples of language barriers.
• Different Languages or lack of Common Language can create obstacles in Communication. A
person who does not understand the native language or even foreign language cannot communicate
well. This becomes very difficult situation.
• Multiplicity of words: words can have different meanings. Word power is gift to human beings but
at the same times multiple meaning or spellings of the words can create the problems in
communication.
• Words with similar pronunciation but different meaning [Homophones]also create problems in
communication. E.g. Except-accept, fair-fare, council-counsel,principal principle[etc].
• Jargon words[Technical words]used by professionals such as Engineers/Doctors or any other
professionals. Many times, jargon words are used unintentionally. But common people or those who
do not understand the meaning of these words face problems.
• By-passed Instructions: Means many times short cuts are used while passing the messages. Eg. A
Manager ordered the newly appointed secretary to go and burn the C.D.She literally burned it . He
meant to copy the C.D.

II-Psychological Barriers:
Psychological barriers arise in the minds. Human mind it very complex thing to understand. We face
many times some conflicts due to situations or surrounding events. So these barriers are bound to
arise. But the real problem is that people do not accept that these barriers exists in their minds. Due to
status, old age and ego problems many times psychological barriers are created. These are difficult to
overcome.Because people do not accept that they face barriers or they lack proper understanding to
face the world.
The following are situations or examples of psychological barriers.
1. Ego: `I’ Attitude means I am great feeling can create barrier in mind. Ego barriers create conflict in
human relations.
2. Prejudice: bias[wrong opinion] about people on the basis of community, caste, religions or on
personal basis is very negative for communication. Prejudice can hamper the communication.
3. Emotions and feelings : Emotional Disturbances of the sender or receiver can distort[change] the
communication .
4. Halo Effect: like or dislike about a person can create halo or horn effect. This can affect
communication.
5. Self Image: Positive or Negative image about self is the way of looking at the world. Negative self-
image can destroy or hamper communication . Such people always think negatively and do not look
at the things or events properly.
6. Filtering in Messages: Messages are filtered [ changed ] intentionally. We always try to defend
ourselves or protect ourselves during some problems so that many times messages are changed by the
inferiors
7. Closed Mind : Most of the time our minds are closed or not able to learn new things. With old age
or change in attitude this problem is observed. This is also a very barrier in communication.
8. Status : Status create barriers in the employees . Higher or lower status create obstacles in thinking
or mixing with people. People keep distance while communicating due to status barriers.
9. Perceptions :The way we look at the world or attitude determines our Communication strategy.
Wrong or negative perceptions can create difficulty in communication . People who have negative
perceptions or think negatively look at every thing or event negatively.
10. Poor Retention : ability to retain the message or remember is important. But if it is poor then
communication becomes difficult.
11. Interest and Attitudes : Interests and Attitudes of people determines communication strategy.
Lack of interest or wrong attitude can lead improper communication.
12. Day-Dreaming: Many students have habits of dreaming or thinking about something else when
some lecture is going on or talk is going on. This obstructs the communication and messages are not
reached properly.
III.Socio-Cultural Barriers: Culture is way of life, values or principles .Cultural differences
between people can create barriers . Different religious practices are followed around the world. Due
to many time differences in the culture can create misunderstanding in communication. Due to
globalization and liberalized policies in business, people around the world are travelling and working
in multinational corporates or companies. This led to mixing or intermingling between people But due
to differences in language, religious practices, dressing styles, food habits many times people get
confused and are not able to understand each other properly. This led to communication failure.
The following are examples or socio-cultural barriers.
1. Concept of Time : The time is not perceived similarly across the cultures. In Western culture
Time is important. In Asian culture Time is taken leisurely. The concept of punctuality differs in
cultures.
2. Assumptions about social strata or caste system. Caste system is observed in India. But in every
culture some kind or differences in the society in the form of religion, community differences or sects
or class division is observed. We should not always assume someone superior or inferior because of
caste or class system.
3. Etiquettes and Mannerisms: In every society or cultures different types of mannerisms are
observed. This includes rule of behaviors or how to follow certain code of conduct . Different forms
of address and salutation or different methods of dressing [formal or informal wearing] are observed.
This can be confusing sometimes. Food preparation method or serving methods are not the same.
There are certain expected norms of eating food in meeting .These are called dining etiquettes.
4. Body Language[Non Verbal Behavior] methods around the world are not same. There can be
misunderstandings because of this.
5. Proximity[Concept of Space]differs from culture to culture. In some culture close distance
between people is not approved. In some culture close distance is accepted.
6. Value system is not same across the cultures.Values or good behavior or ethical principles guide
in our life. But the methods of these value system is not same around the world.

2. Organizational Barriers: The effectiveness of communication is also highly affected by

various elements inherent in the organization.Organizational factors such as organizational policies,
rules & regulations, authority structures etc. may also put a hindrance in the communication process.

3. Personal Barriers:- There are also various kinds of barriers which are directly concerned with
the receiver and sender of communication. Such kind of barriers are called personal barriers which
will affect the effective flow of communication. The explanation of these barriers is as follows: 4.4.1
Fear of Challenge to the Authority:
4. Lack of Confidence in Subordinates:
5. Unwillingness to Communicate:

How to overcome the Barriers

1.Physical Barriers: By overcoming defects in communication system ,by controlling noise ,physical
distance Physical Barriers can be overcome to some extent. Though we can’t overcome some physical
barriers such as time , distance or defects in machine, we can control Physical barriers to some extent.
Efforts are required by all people to overcome physical barriers.

2. Language Barrier: Lot of efforts are required to overcome Language Barriers. There should be
respect for any language before learning new language. It requires many efforts to learn foreign
language. So learning the correct pronunciation and accent and improving vocabulary [word
power]we can master a language. We have to improve listening skills and then only language can be
understood properly.
3. Psychological Barriers: It is true that psychological barriers are difficult to overcome or solve.
There must be acceptance of ones mistakes or limitations. This will led to understanding of human
life. People do not accept their faults or limitations. This leads to many problems. We have to be
humble and respectful towards other people. Many times the sender and the receiver are not in proper
frame of mind. So this creates problems in Communication. Misunderstanding, lack of interests,
mental and physical disturbance can cause problems because of that. Efforts should be taken by
superiors and all reporting people to overcome the problems.
4. Socio –Cultural Barriers: These Barriers can be overcome by proper study of other cultures . It
is very much essential to learn new cultural values and observing people and accepting their
cultures .We have to develop open mindedness in this regard. We have to understand the mannerisms
of other people.

Making Communication Effective

Effective communication is the exchange of ideas, thoughts, opinions, knowledge, and information so
that the message is received and comprehended clearly and purposefully. In particular, good
communication:

1. Be clear and concise

Communication is primarily about word choice. The key to powerful and persuasive
communication—whether written or spoken—is clarity and, when possible, brevity.

2. Prepare ahead of time

Know what you are going to say and how you are going to say it before you begin any type of
communication.

3. Be mindful of nonverbal communication

Our facial expressions, gestures, and body language can, and often do, say more than our words.

3. Watch your tone

Tone can be an especially important factor in workplace disagreements and conflict. A well-
chosen word with a positive connotation creates good will and trust. A poorly chosen word with
unclear or negative connotations can quickly lead to misunderstanding.

5. Practice active listening

When it comes to communicating successfully, listening is just as important as speaking. But active
listening is far more challenging than we realize.

6. Build your emotional intelligence

Communication is built upon a foundation of emotional intelligence. Simply put, you cannot
communicate effectively with others until you can assess your own feelings and understand theirs.

7. Develop a workplace communication strategy

Today's workplace is a constant flow of information across a wide variety of formats. Every single
communication must be understood in the context of that larger flow of information.

Benefits of effective communication in the workplace

Clear, effective workplace communication can:
 1. Boost employee engagement and belonging
2. Improve interpersonal skills and emotional intelligence
3. Encourage team buy-in
4. Increase productivity
5. Build a healthy workplace and organizational culture
6. Reduce conflict
7. Increase retention

UNIT 12 ORGANISATIONAL CULTURE

Concept of Organisational Culture

The important key terms and understand them briefly.

‘Culture’ is an umbrella encompassing beliefs, norms, customs, habits, social behaviours,
and said-unsaid laws relating to the individuals in the group. It is acquired through a
continuous learning of the environmental parameters, leading to an enculturation, finally
converging to the mainstream of socialization.
‘Values’ describe the core ethics of an organization. An irrevocable set of principles
constitute the body of values, inspiring the employees to meet the expectations with strict
adherence despite of difficult or odd times.
‘Norms’ or normative dimensions are the set of specific rules laid for an organization. It
connects the time-independent organizational relations to the standardized functioning of
the organizational models. This set of social behaviour is expected at the workplace all the
time.
‘Ethos’ is the said code of conduct and guidelines that influence and drive the
Organisational
Processes employee behaviour with the peer and the management in an organization.
‘Beliefs’ are the set of aspirational features that organizations set for themselves. It has a
great influence in shaping the culture of the organization.
‘Philosophy’ of the organization is its unique personality. It shoulders the responsibility of
meeting the long-term and short-term organizational goals. In other words, organizational
philosophy is derived by the practical analysis of a societal concern and addresses to its
effective redressal.

Meaning of Organisational Culture

In relation to the above definition, Arnold (2005, p 625) indicates that “organisational culture
is the distinctive norms, beliefs, principles and ways of behaving that combine to give each
organisation its distinct character”
Organisational culture is to an organisation what personality is to an individual
Organizational culture is defined as the underlying beliefs, assumptions, values and ways of
interacting that contribute to the unique social and psychological environment of an
organization.

Characteristics of Organization Culture

Organization culture is very important to improve the organization and achieve that goals which
organization set for their self. When we talk about the culture than it can be define on the behalf of their
characteristics. So some of the characteristics of the organizational culture is following;

Norms is the backbone of the organization culture. Norms determine by things similar to as amount of
work done and level of support between employer and employees of the organization.

Policy is clear for employee’s behavior which is associated to the output, inter-group teamwork and
customer relationship.

Observe the behavior relate to their work and regularities in it, as show general language and proper
actions

Maintain the Coordination and combination between the organizational units for the reason of
development in effectiveness to works, excellence and designing to built-up the products and services

Role of Culture
As organizational culture and strategies are both social processes, many strategists argue that
culture and strategies are connected. Cultural dimension plays a vital role in all aspects of an
organization. It is so impacting that it can determine the success and failure of an organization.

organizational culture has been identified as one the important components that strategic leaders
can use to develop dynamic organization. Culture reflects the way in which people in an
organization set objectives, manage their resources and perform their tasks. Culture also affects
people behavior unconsciously.

Organizational leaders achieve success by constantly sending clear signals about their priorities,
beliefs and values. Once culture is established and accepted, they become a strong management
tool for leaders to communicate and energize their members with beliefs and values to do their jobs
in a strategy supportive manner.
When leaders succeed in promotion ethical culture in the organization, they will also become
successful in organizational growth and consequently are competitive to their rivals.
Therefore, it is very important to develop a strong culture in the organization as well as strategies
that are suitable to the culture in order to be strengthened by it.

Types of Organisational Culture

I. Flamholtz and Randle have given the simplest classification by categorising culture into two
basic groups: strong culture and weak culture.
a. Strong culture:Here the employee responses are enviably aligned with that of the organizational
values.Organizations with such culture enjoy a friction-free work environment. The high alignment
enables the organization make substantial execution with some minor adjustments. Clear
acceptance of culture beautifies the organization-aura and empowers the employees with crystal-
clear vision.

b. Weak culture: Little or inappropriate alignment with the values, deliver a weak culture.
Counter-productive friction is the obvious bottle-neck while encountering even the slightest change
or challenge.
Weak culture often attracts increased requirement of control, making the entire journey highly
strenuous.

II.Handy (19125) has offered four distinguished types of organisational cultures after a careful
analysis.
a. The power culture: An individual’s power rules over the power of a committee, in this culture.
Power is centrally placed, demanding an informal influence coupled with a submissive approach to
get any work done.
b. The role culture: Well-laid formal rules and unambiguous roles are the characteristic feature of
this culture. Individual security, stability, and predictability is ensured as a function of role-clarity.
c. The task culture: Efficiency is achieved by the effective utilization of organization’s resources
deeming to the completion of the assigned jobtask, in this type of organizational culture. This is a
change-driven culture.
d. The person culture: Individual plays the vital role in this culture. Here, organization works
towards the development of its employees. Highly decentralized power play is delivered with a
shared line-of-influence. Its existence in the real organizational context will definitely prove to be a
phenomenal feature of the organizational culture.

III. Robert E. Quinn and Kim S. Cameron s four-pronged organizational cultures

Quinn and Cameron studied 32 different variables that may pose substantial impact in shaping the
culture of any organization. The two researchers finally identified two key attributes: (1) internal
focus and integration vs. external focus and differentiation, and (2) flexibility and discretion vs.
stability and
control.
The placement of the attributes resulted in four distinct cultures in from the matrix. They are:
1. Clan culture: Internal focus and integration of flexibility at workplace is the skeleton of the
Clan culture. It is a people-focused culture. Its work ambience is highly collaborative, and
horizontal in nature making the company work like a big happy family. It is action oriented and
ultraflexible in nature. Example- Tata steel
2. Adhocracy culture: Urge for differentiation coupled with an external focus when forged with
flexibility results in an Adhocracy culture. Creating cutting-edge through continuous innovation is
the salient feature of this culture. The go-getters and risk-takers find a good fit here. It contributes
high profits as a result of relentless creativity, hence justifies professional growth opportunities.
Example: Amazon
3. Market culture: Keeping an intact differentiation while ensuring a strong hold on stabilitygives
rise to a Market culture. Result-oriented profitability driven mindset DNA is deep rooted in this
culture. It
stresses on the health of the bottom line through reaching targets and setting next higher targets.
Creating differentiation is the unchallenged focus of this culture. Example: Apple Inc.

4. Hierarchy culture: Great internal focus and strong belief on control provides stability-stagnancy
resulting in a Hierarchy culture. Maintaining of a clear line-of-command and adherence to the
traditional corporate structure are the fortes of this culture. It gives ample amount of stability, but
makes them frugal towards uncertainties and highly risk-averse. Rigidity of hierarchy often
strangles creativity and time-bound innovative ideas.

Traits of a great Organizational Culture

Appreciation: Public use of golden words: thank you, please, well done, bravo; bring in culture of
appreciation. It grooms a strongly felt dignity of work which subsequently attracts great business
profits.Respect and acknowledgement of the work done are the major drivers of workplace
satisfaction and in turn the productivity. Low dignity of labour has manifold implications by
incinerating a weak psychosomatic state, decline in the efficiency of the employee, and impact on
the bottom line of the business.

iii. Trust: Trust amongst employee and employer foster sturdy relation, contributing to the bottom
line even during oddities. Organizations often have to meet with situations of turmoil, uncertainties,
and critical timetests. The employees quickly shift to a mode of disconnection and disruption as a
result of the uncertain situations. They look for an ally in an employer. Unshakable trust on the
employee may smoothly wade away through the whirlpool of turmoil.
iv. Performance: The key to success is performance. This nexus motivates team members to work
towards reaching excellence, not mere short term target achievements.Relating performance to
success makes the process of selection fair and fairly understandable. Quantifiable results and
rewards motivate employees to dive deep into the achievement of improved performance by
creating a better form of themselves.

v. Resilience: Change being the only constant, resilience makes the journey easy and effective.
Responding to change with ease makes the company react productively during times of
uncertainties.Organizational resilience displays clear empathy during the times of disruption in the
normalcy. The commitment of organization at the odd times makes them go through the time-test
and the successful companies gain the impeccable loyalty of the employees.

vi. Teamwork: Togetherness is felt with a culture of teamwork in the company. It makes the
company enjoy the synergistic outcome of the varied strengths of the employees.Teamwork dilutes
the mental blocks empowering the forte of an individual to contribute immensely to the group
performance. This fosters division of labour to reach to the multiplication of desirable results.

vii. Integrity: Lifespan of a partnership is a direct function of the integrity, honesty, and
commitment of the team members towards the organization. High integrity ensures long
partnership.Truthfulness and honesty are the abstract yet highly sensitive traits that every
organization long for. It distances fabrication of result or productivity, hence enabling true
growth over a fake state.

viii. Innovation: Newness through innovation breaks the monotony and ropes in vigour and agility
to the organization. Innovating cultural initiatives can also energize workplace
exponentially.Change being the only constant, innovation is the hero of the order. Establishing
betterment in terms of efficiency, product, and principle sweeps in improvement in experience,
productivity, efficiency, and profitability.

ix. Psychological safety: The feeling of safety reduces workplace anxiety and increase
concentration, hence better employee engagement. Provider of psychological safety often earns
lifetime commitment and loyalty of the team members.

Towards building a sustainable organizational culture we are on the path of understanding the
clear line-of-action in building an organizational culture with built-in self-repair and auto
upgradation modes.

Depiction of the route-map is distributed into 9 landmarking steps. They are:

i. Shine in recognition:Recognition is a great lure for improvement. In an era, where around 76%
employees don’t feel that they are recognised and acknowledged for their contributions; a
personalized message to the employees can make remarkable business impact. Social recognition
when bundled with monetary reward makes the firm move with an irresistible force.
ii. Gift voice to the employees:Expression of ideas, feelings, and opinions often emerges as the
feedback-pool. The various kinds of listening tools may ease the process of feedback collection.
iii. Human intervention: To analyse the results, paying minute attention to the subtle expressions
will make the nonverbal channel of communication create visible organizational strength. Gallup
world poll has showed that the managers who get constant feedback bring in 9% more profitability
as compared with managers who do not receive any feedback or suggestions on their strengths. In
today’s context where gig economy, and hybrid work culture is at an all-time peak, gifting freedom
of coercion-free expression will boost the strength of remote working
iv. Redefine culture advocates to be the leaders: Acknowledgement is the simplest yet the most
effective tool of motivation. The path of culture advocacy is hard to walk. Benchmarking culture
advocates as leaders creates significant amount of influence on the mind of the team of
workers. Such a practice begins the root-level correction at the tender minds of new employees.
Studies have shown that, when leaders follow the values of the company, others to follow the suit.
Building a culture where every aspect of the values of the company are valued and
prioritized at every aspect of the work life is the need of the hour.
v. Outlive organizational values:Values are the unique identification set of traits of an organization.
Delivering to meet the values enables growth of an enriched culture and improved identity of the
employee as a man of values. Projecting such employees boost the motivation of the others, hence
creating a value-pull. Volunteering such actions leaves impactful impressions, and future course of
action.
vi. Forge teams: Teams are the pool of different sets of strengths. The unique strength of one when
forged with another unique trait gives rise to invincible organization traits. This helps the firm to
cross the just notifiable difference (JND) seamlessly creating competitive advantage to reap tall
profits.
vii. Focus on the holistic development: The modern era of development has widened the
employer’s perspective. Offering employees various skill upgradation courses motivates the
employee to contribute to the growth of the parent company. This has a dual impact on the
company: first, it ensures enrichment of the human capital and second, curbs the turnover
intention.Focus on the holistic development flaunts a culture of learning in the organization. Soft-
skill development is deeply respected in the business fraternity. Companies with a constantly
fuelled learning and development budget are likely to grow much faster than the ones who do not
invest on training.
viii. Culture- as an irrevocable intangible:Company’s culture being the valued-most intangible
need to be nurtured with utmost care. Finding culture-fit through focussed questions at the very
stage of hiring eliminate the inclusion of employees who either possess a culture-mis-fit or culture-
poor-fit. Misalignment of employee’s expectation with that of the organization’s expectation results
in high turnover ratio. Culturally aligned employees not only stay for a long-time but also enjoy
their work tenure.
ix. Tailor-made employee experience: With the liberalization, world has become a global village.
Companies are able to attract talent from every nook and corner, hence also attracting their pre-
existing cultures. Using the power of experience, the organization needs to mindfully align the
culture of individual employee to that of the corporate. Creation of tailor made highly personalized
employee experience generates great amount of trust on the culture of the parent organization.
x. Showing proactive allyship: The employees feel powerless at the encounter of unfortunate
situations. Companies may plunge to protect their interests even at the cost of the firm’s financial
profit, so as to depict the ‘we care for you’ in practice, hence acting as an ally. The allyship
strengthens the bond between the employee and the organizational culture.

Culture by choice V/s Culture by chance

Culture by chance is definitely a time-tested outcome. The bendability and attributes however
remain under criticism of the possibility of not finding a good-fit in the long run.

Culture by choice empowers us with the freedom of choice, selection of traits to be considered;
enabling the organization with the prowess to carve its niche. Organizations highly value the
linkages and cross-linkages of culture with that of employee satisfaction, employee engagement,
low turnover intention, knowledge sharing behaviour, and human capital enrichment. Because of
the availability of choice of traits, it is preferred over the culture by chance.

Creation of Ethical Culture

The following principles demonstrate how an ethical culture can be created by manager;
1.Be a role model and be visible: Actions and behaviour of top management are benchmark for
employees. Appropriate behaviour of managers is imitated by the lower-level managers. When
senior management is observed by their subordinates to take the ethical highway, it sends a subtle
message to all the employees.
2.Communicate ethical expectations: Organizational codes of ethics must be shared properly
stating primary values of the organizational and ethical rules to be followed by employees. There
must be minimal ambiguity related to organizational ethics. Code of ethics will stand worthless, if
the top management fails to model ethical behaviours.
3.Ethical training: Trainings, seminars and workshops can reinforce the organization’s code of
conduct, clarity of practices intra-organization and removal of potential ethical dilemmas.
4.Visibly reward ethical acts and punish unethical ones: We may also call it as the carrot and stick
approach i.e., rewarding ethical acts and punishing unethical ones, can build strong ethical culture
within organization enabling each and every stakeholder to flourish. Review of means as well as
ends are necessary for this. Appraising managers on how their decision will be measured against
organization’s code of ethics gives clarity for their future behaviour.
5.Provide protective mechanism: structured and formal mechanism within organization provides
opportunity to employees to discuss ethical dilemmas and report unethical behaviour without fear
of reprimand.
Ombudsman, ethical counsellors or ethical officers can perform suitable functions to develop such
mechanism.
Setting up of positive ethical climate must have a top-down approach. When top management
emphasizes strong ethical values, ethical leadership will be practiced by supervisors. Positive
ethical attitudes are transferred down to the line employees, who show lower levels of deviant
behaviour and higher level of cooperation and assistance.

Changing Organisational Culture

With globalisation and liberalization, a rapid change in workforce diversity, technical innovation
was observed. The basic rules and values that gives shape to organization demanded alteration,
modification, and amendment.
Accommodating change in organizational culture is difficult because of various reasons such as;
the strong culture of an organisation is unconscious, often non confrontable and non- debatable.
Another reason can be, culture is deeply ingrained and behavioural norms and rewards are well
learned.

Spirituality and Organisational Culture

Study of emotions improves our understanding of organisational behaviour and thus assimilation of
spirituality helps in understanding employee’s behaviour.
Following are the reasons for growing interest in spirituality:
1.Maintain balance of stress and pressure in life. Contemporary lifestyle of nuclear family, single
parents, and Geographical mobility for jobs creates immense pressure, stress and seclusion.

Job demands have made the workplace dominant in many people’s lives; therefore, a true
meaning of work may be derived by depicting workplace spirituality.
There is strong need for integration of professional and personal life.

Features of spiritual organisation

• Benevolence: spiritually inclined organisation supports kindness towards others and welfare for
employees as well as related stakeholders.
• Strong sense of purpose: Purpose has a strong meaning in spiritual organisation. Profits are not
paramount for such organisation.
• Trust and respect: Mutual trust, honesty and openness are the features of a spiritual organisation.
There is esteem values, dignity and respect for individual.
• Open mindedness: flexible thinking and creativity among employees are supported in spiritual
organisation.