ORGANIZATIONAL

CULTURE

P R E S E N T E D BY:
VANDANA NIROULA
SH E E LA LIMBU
REETA KHATIWADA
PRASNA NEPALI
OASIS SHRESTHA
 INTRODUCTI
ON
Organizational culture refers to the shared values, beliefs,
attitudes, behaviour's, and practices that characterize an
organization. It represents the “personality” of the organization
and influences the way people behave, interact, and make
decisions within the workplace. Organizational culture can be
influenced by various factors such as the organization’s
history, leadership, mission and vision, policies, and the
attitudes and behaviours of its employees. Understanding and
managing organizational culture is an essential aspect of
effective leadership and management, and can help to promote
a positive and healthy workplace environment.
 MEANING OF Organizational culture is a set of
underlying beliefs,
assumptions, values, norms, working
ORGANIZATIONAL principles of interacting and
coordinating organizational functions.
CULTURE Organizational culture sets the
context for everything that an
organization does.

An organization’s culture can be influenced by a

variety of factors, including its history, leadership
style, industry, and workforce demographics. It
can also shape employee attitudes and behaviors,
affecting how they perceive their work and their
level of
job satisfaction. A positive organizational
culture can lead to higher employee engagement,
increased productivity, and improved overall
performance, while a negative culture can lead
to low morale, high turnover rates, and poor
performance.
QUALITIES OF
GOOD
ORGANIZATION Organizational culture differ the organization from other
organization if the organizational culture differ. This means
AL CULTURE the organizational culture is the basis of behavior of
management leaders, employees and other people in the
organization. Thus, organizational success through desired
behavior of people in the organization
depends upon the effectiveness of organizational culture.
Following are the common qualities:
 Open Communication: Good Respect: Respect for each other is essential
organizational culture encourages for a healthy organizational culture.
open communication between Employees should be respected for their
employees and
contributions and opinions, and
management. This allows for a free
exchange of ideas and feedback, management should be respected for their
which can help to improve the decisions.
organization.

Collaboration: Collaboration is key to a

successful organization. Employees should
be encouraged to work together to achieve
common goals.

Flexibility: Flexibility is important for an

organization to remain competitive.
Employees should be given the
opportunity to work in different roles and
departments.
 Accountability: Accountability is Diversity: Diversity is important for
essential for an organization to an organization to remain
succeed. Employees should be held competitive. Employees should be
accountable for their actions and encouraged to bring different
decisions. perspectives and experiences to the
table
Innovation: Innovation is essential
for an organization to remain
competitive. Employees should be
encouraged to think outside the box
and come up with new ideas and
solutions.
Integrity: Integrity is the quality of
honesty and having strong moral
principles. Good organizational culture
guides all the decision makers to follow
organizational value, norms and moral
principles while making decisions.
 IMPORTANCE
OF
ORGANIZATIONAL
CULTURE
Organizational culture is one way
that people determine whether or not they’ll
do business with a company. The overall
branding image, values and mission
statement needs to align with both a
candidate’s and potential client’s needs. This
ongoing alignment is important to any
profitable business, but culture offers far
more than just that. Here are seven reasons
why organizational culture is important in
today’s society.
Improved Recruitment Efforts: Finding qualified talent can be an uphill
battle, especially with so many up-coming businesses. This has caused
many individuals to refine their job search and hiring criteria. Over a third
of employees claim that they would pass on their dream job opportunity if
the corporate culture wasn’t a fit. By fostering a strong organizational
culture, you’ll improve recruitment efforts and gain the interest of top
candidates. For example, some people prefer the fast pace of an
entrepreneurial culture, where others might prefer the steady pace of a
more established, traditional business and culture

Enhanced Employee Engagement: Employee engagement refers to

how committed, connected and passionate an individual is about their
work at a specific organization. It’s how individuals build a meaningful
connection with a business and has long- lasting positive effects.
Obviously, this engagement will depend on the type of culture that’s
fostered and promoted, but there is
a huge potential for positive engagement with a
strong organizational culture. For example, companies who have a
strong culture have up to 72% higher employee engagement rate than
those with weak cultures.
Increased Productivity: When employees are happy and satisfied with their job, they
work harder. Even though organizational culture can slowly become less obvious to
employees, it’s still ingrained in their daily work efforts.. The majority of workers in
the U.S. believe that organizational culture is one of the biggest influencers of their
job performance. In fact, a 2019 survey found that 76% of employees believe culture
helps positively influence their culture and efficiency, motivating them to do their
best work.

Elevated productivity: When employees have the resources and

tools they need to succeed, it helps increase productivity
and performance levels overall. Organizational culture impacts
the structure of a workplace in ways that bring people of
the same skill set together. Those who share similar backgrounds and
skills may work more quickly together when
tackling company projects.
Transformational power: Not all businesses have the power to transform ordinary
employees into total brand advocates, but those with a strong organizational culture do.
Companies that recognize their employees’ efforts and celebrate team successes are
more likely to notice a change in employees as they experience a sense of
accomplishment.

Strong brand identity: A company’s organizational culture represents its public

image and reputation. People make assumptions about businesses based on
their interactions within and outside of the company. If it lacks organizational
culture or has a weak image, customers may hesitate to do business with
anyone who is associated with the brand. Businesses with a strong brand
identity tend to attract more business and job candidates with similar values who
support their mission.
Top performers: Companies that promote community in the workplace are more likely to retain
their best employees. People who are great at their jobs and know the value of their skills
commonly leave negative work environments where they feel undermined and unappreciated.
Organizational culture builds a high-performance culture that strengthens the work of people
within the company, resulting in a positive employee experience overall.

Healthy team environment: Organizational culture helps improve workflows

and guides the decision-making process. It also helps teams overcome
barriers of ambiguity. Team members who are informed and knowledgeable
about certain processes are often more motivated to finish projects. Having a
clear culture that unifies employees and promotes organized work structures
helps people work together with purpose.
High-performance culture is a set of universally accepted behavior
that are encouraged by leaders and facilitated by optimal tools and
processes. It is a healthy blend of promoting good behavior and
empowering employees. HIGH- PERFORMANCE
High performance organizational culture is all about ORGANIZATIONAL
optimizing employee performance without hindering CULTURE
satisfaction, engagement and morale. their

This culture helps to foster(bring up)innovation, creativity,

accountability, growth, collaboration of the employee.

High performance culture may differ based on size of

the organization and other importance aspects as nature
of business, performance expectation of organization,
shareholders expectation and social setting.
FEATURES OF HIGH Shared mission and
goals
PERFORMANCE
ORGANIZATIONAL CULTURE
Employee
empowerment

Continuous
Features of high learning
performance and development
organizational culture Open communication
and collaboration

Agility and security

Effective performance
management
Shared mission and goals: This blinds every employee to accept and work accordingly to
company vision, giving them better understanding on why their work matter. Under high
performance culture. Employees sets smarter goals for themselves and work together better with
their peers .

Employee empowerment: Employee empowerment refers the job anatomy to the employee so
that they can make decision regarding their job responsibility. They requires proper guidance
and mentorship. This foster accountability and confidence.

Continuous learning and development: High-performance culture in organization sets standard

achievements which helps to establish learning and development culture. Such environment
results in increasing confidence and encouraging employees to break their performance limit.
Open communication and collaboration: In high performance organization culture,
employees develops effective communication network and encourage employees to be active
participants in sharing knowledge, skills and information to attains organizational goals.

Agility and security: Agility is the extended term of alertness. Agility and security is the
key success factor of high performing organization in most dynamic and complex business
environment.

Effective performance management: High performance culture set the well deserving
performance and ensures that individual and team goals are aligned with organizational level are
hence through effective implementation of human resource management.
ORGANIZATIONAL
CULTURE IN
NEPALESE
ORGANIZATION Nepal has a great diversity in respect of ethnicity, language,
social culture, religion and so on, which directly and directly
influence in formation of organizational culture. Organization
of Nepal has narrow concept od work culture and are
constrained .

There are various organization based on ownership

e.g. government organization and private
organization

Likewise, organizations based on the sizes poses

different culture.
Cultural dimension Private organization Government organization

Shared values Works for profit maximization within the Works for services to the public.
limited resources.

Employee hiring Recruitment is irregular, less transparent Recruitment is fixed schedule, vacancies
selection process, focused on social relation are made public, selection process is
or based on organizational needs. fixed format and reservation
opportunity.

Employee performance In majority, Nepalese private sector have Mostly government organization have
appraisal/ evaluation not set formal culture of performance set the formal structure of performance
appraisal. appraisal dimension.
But there is very poor feedback
culture.

Employee reward Rewards are linked with the performance of Rewards are linked with seniority
the employee. rather with their performances.

Decision making Decisions in private sector organization are Decision in government are based on
centralized and are made promptly. regulation set by acts and policies.
Decision takes long time to fulfill the
set regulations.
Cultural dimension Private organization Government organization

Risk taking Risk taking is very high . They do not take risk.

Innovation Private sector invests for innovation and Government sector do not innovate
development in goods and services. goods and services.

Communication Communication is used by top leaders to Government follow communication

control. They decides what to communicate based on organization policy.
and how much to communicate. Information are classified whether
they need to transparent or not.
 CHANGING
ORGANIZATIONA
L CULTURE
Reasons for changes in work culture:

Change in management: A new management, a new team leader, a new employer

creates situation for change in the organizational culture. They may have new
ideas, concepts, working philosophies and try their level best to implement their
ideas.

Financial reason: Financial loss, bankruptcy, market fluctuations also lead to

change in the work culture of the organization.

Changing clients: Business growth, diversification, rebranding or retrenchment requires

addition, reduction or change in business clients. Acquiring new clients might cause a
change in the work culture.

Employee attitude: Change in attitude, personality and style of working of the

employee also causes in change in work culture. Self-realization of the employees
also causes change in organizational culture.
GUIDELINES FOR CULTURE
CHANGE

‘Cummings and Worley (2004) have suggested

following steps for effective change in
organizational culture.
1. Formulate a clear strategic vision: For change in organizational culture, organizational should
formulate a clear idea of what change is needed. Strategic visions should be specific and
identifiable so that each employees can be motivated for new culture. New vision should
include what the new values will be and what behaviors will be expected in the
organization.

2. Display executive commitment: Once a clear vision has been articulated, top
leaders must convince employees for the new vision and should demonstrate their
commitment for new vision. Commitment of top leaders increases the confidence of
middle level and operating level employees.

3.Model cultural change at the highest levels: Top level management should take
initiation for change process. Continuity in top level managers motivate other
people to follow the change in culture.
4. Modify the organization: For change implementation and to establish the new organization
culture, different policies, procedures, operating rules and organizational structure are
required. Change process may bring changes in responsibility-authority relationship with
change in organizational structure.

5.Select and socialize newcomers and terminate deviants: Organization should new
employees, management leaders and change agents according to the needs.
Performance and behavior of employees should be examined regularly.

6. Develop ethical and legal sensitivity: Major organizational change

requires ethical and legal guidelines to the employees. Thus, top level
management should develop such policies and guidelines.
STRENGTHENIN
G
ORGANIZATION
AL CULTURE
Strong culture that is embedded into every
business decisions and practice, and
motivates each employee to continuously
work for improving organizational
performance makes the organizations
successful.
To strengthen the organizational culture, leaders in the organization culture should follow the
following practices:
Four-step cycle to strengthen organizational culture:
1. Investigate : Organization should identify the strengths and weaknesses of current organization
culture. Top level management should identify the weak points in the culture to strengthen and
continue the strong points to continue. From this stage, we identify what positive aspects of the
culture shone through in the research? What areas can be improved? Are certain desired
attributes not as prominent as others?

2. Identify : After investigating the current level of culture, we identify the target goals to attain as
organizational culture. More clearly, at this stage, we identify new and improved organizational
culture and define goals. Goals should be specific, measurable, attainable, realistic and time-bound so
that all the people can be clear for the level and to what the organization wants to strengthen the
culture.
3.Engage : Culture should be accepted by all the members of the organization. Organizational
values, norms and principles should be shared to all the members. All the people need to be
engaged in cultural strengthening process through three general avenues:
- Value promotion
- Values permeation
- Value performance

4. Evaluate : Now, top management should evaluate the performance of new i.e. strong culture. At
this stage, organization examines about: what went well and what didn’t ? This stage is measuring both
the results and the effectiveness of the engagement tactics. Finally, the results of the culture
strengthening efforts should be shared throughout the organization.
 MANAGING
ORGANIZATIONAL
CULTURE DURING
MERGER
A merger is a complex process
that involves the integration of
two
different organizations. In another
word, it is defined as the
combination of two or more
companies to operate jointly as a
new company. One of the major Organizational culture is the shared values,
challenges in a merger is managing beliefs, behaviours, and attitudes that define how
the organizational culture of both an organization operates. When two organizations merge,
companies. their cultures may clash, causing resistance to change and
hindering the success of the merger.
Culture effect of merger Results in

Differences in values and beliefs Each company has its own set of values and beliefs, and when they merge,
there may be differences in these areas. For example, if one company
has a more hierarchical culture while the other emphasizes collaboration, it may
be challenging to merge these two cultures.

Change in leadership When companies join together, their leaders might change, and that could
affect the way the people in the company behave and work together. The new
leaders might have different ideas about how things should be done and might
want to create a new way.
Integration challenges Merging two or more companies involves integrating different
departments, systems, and processes. This integration can be
challenging, as employees may struggle to adapt to new ways of working and
communicating.

Resistance to change Employees may be resistant to change, especially if it threatens their job
security or requires them to learn new skills. This resistance can affect the
cultural integration process and slow down the merger success.
 Assess the culture of
companies

Develop a clear vision and

mission

Communicate effectively
Way to manage culture
during merger Involve employees in the
process

Provide training and support

Celebrate successes
1.Assess the culture of both companies : Before the merger, it's essential to understand the culture of
both companies. This can be done through surveys, interviews, and focus groups with employees to
identify their values, beliefs, and attitudes.

2.Develop a clear vision and mission : A clear vision and mission statement that outlines the
goals and values of the merged organization can help to align the cultures of both companies.

3.Communicate effectively : Communication is key during a merger. Leaders

should communicate openly and honestly with employees about the merger, its purpose, and how it
will impact the company culture.
4. Involve employees in the process : Involve employees from both companies in the
merger process. This can help to foster a sense of ownership and engagement, and encourage
employees to be part of the new culture.

5.Provide training and support : Provide training and support to employees to help them adapt to the
new culture. This could include training on new processes and procedures, as well as coaching and
mentoring to support the transition.

6. Celebrate successes : Finally, it's important to celebrate successes along the way. Recognizing
achievements and milestones can help to build momentum and foster a sense of community within
the new organization.
 CURRENT
ORGANIZATIONA
Current times are extremely different L CULTURE
and they are constantly changing
mainly due to technology and ISSUES
economic changes which is why
organizational culture is facing
various issues to keep up with those
changes.
 Creating an ethical culture

Creating an innovative culture

Current Organizational
Creating customer–responsive
Culture issues culture

Creating diversity supporting culture

Creating workplace spirituality

culture
1. Creating an ethical culture: Organizations with ethical organizational culture are high in risk
tolerance, low to moderate in aggressiveness and focused on means as well as outcomes. Ethical
culture emphasizes in dealing ethically with employees, customers, and other stakeholders. Leaders
need to focus in following set of things in creating ethical culture.
·Be a role model and be visible.
· Communicate ethical expectations.
·Offer ethics training.
·Visibly reward ethical acts and punish unethical ones.
·Provide protective mechanisms.
2. Creating an innovative culture : An Innovative culture is an organizational culture that really
values and supports innovation, so that people can actually make innovation happen. By creating
innovative work culture, organizations establish the values that the innovation and development is
not the responsibility of top level of the organization but it can be done through the integrative
effort of all level employees. Innovative culture can be established through:
·Realizing challenges and involvement.
·Providing freedom.
·Trust and openness.
·Playfulness/humor.
·Idea time.
·Debate.
·Conflict resolution.
·Risk taking.
3. Creating customer-responsive culture: Customer’s satisfaction is the one of the main source for
organizational success. Customer responsive-culture is the organizational culture which keep customer’s
need at the center of organizational value, business principles and business strategies. Nowadays
many organizations are converting their culture as customer- responsive culture. Organizations can
improve customer responsiveness and create a better customer experience through prioritizing the
following matters:
·Understand customer’s expectations.
·Leverage the power of technology for connecting customers.
·Train employees for accepting and facilitating customers.
·Set performance goals and monitor customer response.
·Provide consistent support experience to the customers through different
mediums.
4. Creating diversity supporting culture: Workforce diversity means similarities and
differences among employees in terms of age, gender, race, ethnicity, culture, and others. A
range of ideas and expertise enables those to learn from a more diverse collection of colleagues.
It can also boost problem-solving capabilities and increase happiness and productivity. So,
managers need to establish the diversity supporting culture from lower level to higher level of
management. Diversity culture can be establish through:
·Acknowledge and honor multiple religious and cultural practices.
·Welcome a multilingual workforce.
·Encourage the development of diverse thinking.
·Build a multigenerational workforce.
·Strengthen anti-discriminatory policies.
·Eliminate bias in the evaluation process and promotion opportunities.
5. Creating workplace spirituality culture : Workplace spirituality is defined as the working situation
having compassion towards others, experiencing a mindful inner consciousness in the pursuit of
meaningful work and that enables perfection. It has numerous benefits like it improves overall well-
being of employees, increases employee productivity, reduce absenteeism, increases motivation and
commitment, increases job satisfaction, and improves work performance. To establish and nourish the
workplace spirituality culture, following guidelines need to be followed:
·Define and set clear mission that is beneficial to the betterment of employee’s wellbeing
in totality but not as individual.
·Make sure that all the employees and managers are aware and committed towards the
organization’s purposes.
·Create an environment of inclusion in the organization, promote and encourage diversity
in employee’s thoughts and ideas.
·Appreciate the best performance of employees to create a better work environment,
boosting team morale and productivity.
Thank You
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