Diagnosing Organizational Culture - Attitude - PDF Download

We need to specify attiributes to which this statement apply then it will be true in that sense .....

Dear friends,
Namaskar.
I read your posts. Probably you are searching what organisational attrrbutes should be rather than what organisational attributes are.
A culture is sui generis and evolves across time. So no one can claim that he or she has designed a culture. Broadly you can differentiate the following two models in an organisational ethos:
A-Traits in harmony model
1.Maturity
2.Wit
3.Humour
4.Creative intelligence and
5.Diffusabilty(abilty to diffuse tension within and without).
B.Traits of justice model
1.Provocativeness
2.Distortiveness
3.Misinterpretativeness
4.Fabricativeness and
5.Rationalizabilty.
See by and large which model prevails in your organisation and which is more productive.
Regards,
Jogeshwar.

offcourse these are all shopishticated ones but can you relate what basic attributes are needed or practices to build on and achieve this behaviour level. I am talking about respect, heriarchy, candidate background, honesty, peronal and professional integrity, attitude towards mutual learning, individuality etc..
To summarize or an optimum behaviour of a degree of ownership in good as well as manage risk time when an employee financial needs are taken care of.
:?:
Regards
Anuj

Thank you friends for your valuable inputs !!!

Organization culture is defined as :

"a system of shared values and beliefs that produces norms of behavior and establish an organizational way of life" (Koberg & Chusmir, 1987, p.397).

Culture includes :

Values and beliefs- value integration

Leadership – management modeling, empowerment, developmental coaching, building effective teams.

Human resource systems- employee orientation, continues learning, performance management, reward systems

Organizational character- informal communication, organization feedback, adaptability to change

An important factor in analyzing organizational culture is to look for details. Details provide evidence of the organizational culture almost like a guide on a hunting trip, its to no avail only to know what a lion looks like, its imperative to know the footprint of the lion, to look for the broken twig, to look for evidence of the resting place, whether the lion is alone or with cubs in a pack. "Analyze the details" Analysis is important because culture influences every aspect of the organization and has an impact on the performance of organizations.

Now going back to my original question : Why companies are NOT diagnosing their culture if HR persons, like you all, know the, importance and the effect, of a proper or conducive culture on the bottomline.....

I tried to find out different frameworks and models to diagnose the Organizational culture but i found that there is hardly any company in India who have done such kind of exercise, but whosoever did it, has gained a lot from making a conducive culture.........

As a matter of fact i was working on it in Pune. Yes i do have a research paper on the same. It is quite old though..... R u also planning to do something in this direction ????

Dear Godbole,
Namaskar.
Here are some questions for you.
1. What are the mental sets according to you that retard output?
2.What are the mental sets according to you that enhace output?
3. Structural changes are easy to effect but how do you bring changes in mental set?
4. Who are the organisations that are benefitted by the type of changes you mention?
5. Is it true that Indian HR experts are not in a position to impress the corporate people?
Regards,
Jogeshwar.

This is part of ongoing research and work and experience and data and statistics done by some organizations and summarizing human skills as an entrepreneur in his short career life plan by giving them clear defined goals which changes as time passes by to achive meta-realistic goal in an international hetrogenous environment.
I am part of team of members in identifying hub points for these activity for overall reasearch team.
Do share your thought...............

Hi Buddy,
You are very true.
Now a day organisation are not that much keen matching up with the new environment or modern techniques. May be because it seems to expensive and returns are speculative.
And Investing money in today uncertain business world make things more complicated. May be this is the reason why most of the organissation are not doing well

Dear friends,
Namaskar.
When we talk of a culture we presuppose that it has certain traits which depend upon its constituent members.
The culture may be pathological or fit and fine or at any intermediate level. To diagnose we must have diagnostic tools.
If a culture is pathological then we must have convincing remedial measures which will impress the authorities of any organisation.
This is no one person's job. So it is necessary to pool the experiences.
Regards,
Jogeshwar.

Namaskar Dr. Mahanta,

Yes i agree with you" that there should be proper diagnostic tool to diagnose the organizational Culture" .

As a matter of fact there are many tool available also. But the problem is there are no time tested and universal tool which can be used in any type of industry with little customization.... Research is going on in this direction.

To diagnose a culture and trying to change it by incorporating some remedial measures is quite slow and time consuming process. So many people try to avoid doing this.

Actually what i have found out is that diagnosing OC is a double edged weapon. It can be boon if used properly or it can do much harm then to help.

You have rightly said " it is not one man's job " or " Person" a politically correct word. but i believe that it takes only one person to at least get the things moving in this direction. That person can def. motivate others to be a part of this process........

Attn Mr. umalme . I am attaching a paper which was presented in April 2002 in Toronto.