ORGANISATION THEORY

Assignment No.2
Culture in Organization,
Conducive for performance &
Growth

Prepared by :-
Name:- Hero.D.Chandnani
Roll No:- H1112088
Course:- MHRDM (Part Time 2nd Year)
IMCOST (Institute of Management &
Computer Studies)
 What Is Organizational
Culture?
Innovation and risk taking (3M)
Innovation and risk taking (3M)
Outcome orientation (Bausch & Lomb)
People orientation (SWA)
Outcome orientation (Bausch &
Aggressiveness (Microsoft)
Family-friendly (SAS Institute)

Lomb)
InnoInnovation and risk taking (3M)
Outcome orientation (Bausch & Lomb)

People orientation (SWA)

People orientation (SWA)
Aggressiveness (Microsoft)
Family-friendly (SAS Institute)

Aggressiveness (Microsoft)
vation and risk taking (3M)
Outcome orientation (Bausch & Lomb)
People orientation (SWA)
Family-friendly (SAS Institute)
Aggressiveness (Microsoft)
Family-friendly (SAS Institute)
 How Organizational
Cultures Form

Philosophy
Philosophy Top
of
of the
the Management
Organizations
Organizations
Founders:
Organizational
Organizational
Ben
Selection
Ben & & Jerry,
Jerry, Culture
Culture
Herb
Herb Kelleher,
Kelleher,
Bill
Bill Gates
Gates

Socialization

Prentice Hall, 2001 Chapter 17 3

Corporate and organizational culture

Through tradition, history and structure,

organisations build up their own culture.
Culture therefore gives an organisation a
sense of identity - 'who we are', 'what we
stand for', 'what we do'. It determines,
through the organisation's legends, rituals,
beliefs, meanings, values, norms and
language, the way in which 'things are done
around here'.
Yes.. in our Organisation,
Organizational Culture is Conducive
for Performance & Growth

The questions surrounding the best

solution to this problem are
challenging.
It should monitor companys growth
carefully.
Growing impressively and quickly via
this approach, combining different
corporate cultures, leadership and
 Cont

It requires to spend some quality

think time, either alone or with our
most trusted advisors.

Many leaders have long held the

concern that reaching one or both of
these levels often requires changes
in leadership and organization
structure.