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Session 5 & 6: Organizational Culture: Ankur Jain Ankur - Jain@iimrohtak - Ac.in

This document summarizes sessions 5 and 6 of a course on organizational culture. It includes an agenda for project work and a quiz. It then discusses the key elements of a great culture according to the Great Place to Work model: trust, pride, and camaraderie. An example is given of the culture at Zappos, including a music video and descriptions of their core values and offer to pay employees to quit. Lastly, it covers frameworks for analyzing organizational culture and the relationship between culture and structure.

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25 views26 pages

Session 5 & 6: Organizational Culture: Ankur Jain Ankur - Jain@iimrohtak - Ac.in

This document summarizes sessions 5 and 6 of a course on organizational culture. It includes an agenda for project work and a quiz. It then discusses the key elements of a great culture according to the Great Place to Work model: trust, pride, and camaraderie. An example is given of the culture at Zappos, including a music video and descriptions of their core values and offer to pay employees to quit. Lastly, it covers frameworks for analyzing organizational culture and the relationship between culture and structure.

Uploaded by

dhruvfm
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPTX, PDF, TXT or read online on Scribd

Session 5 & 6:

Organizational Culture
Ankur Jain
[Link]@[Link]
Project work Quiz 1
• Name of the company? • Coming week (Before session 7)
• Submit by 7th Jan 2024 • Coverage till Session 6
[Link]
What does it take to create a Great Place to Work
The Great Place to Work Model

Enjoy the people they


Trust the people Have Pride in work with
they work for what they do Experience
Camaraderie
Zappos Family Music Video

[Link]
Rate yourself on the Weirdness scale:
1 2 3 4 5 6 7
Not Somewhat Very
Weird Weird Weird

How lucky you are:


1 2 3 4 5 6 7

Not Somewhat Very


Lucky Lucky Lucky
Would you like to work for Zappos? Why / Why not?
How would you describe Zappos culture?
CORE VALUES
t h e h o te l ,
e re d o n a c k to
o t d el i v
ig h t a b a r .B i se d t o
sh o es g o ve r n l ie n t t o i eh ad v
d d in g O ffe r e d c o u n t to o k c z a . H s t h r e e
We
g a d d re s s.
e d to V I P a c Hsieh aved for Piz care. Found the
n
wro nt. Upgra d . lc ie n t c r s to m e r p l ac e d
e l r e f u n d p o s c u n a n d
em l p e
repl ac
a n d g a ve f u call Za estaurants op them
pizza r or d er f o r
The Offer
After the immersive training, the
company pays to quit –
“If you quit today, we will pay you
for the amount of time you’ve
worked, plus we will offer you a
$2,000 bonus.
• In 2009, Amazon acquired Zappos for $1.2 billion
• Amazon let Zappos continue to operate as an independent entity
• Within Zappos’ board of directors, two of the five—Hsieh and Alfred
Lin—were primarily concerned with maintaining Zappos company
culture
Fast forward to 2015: Holacracy

[Link]
What is Structure for?
Control, efficiency, clarity, accountability, incentives, cohesion
What is culture for?
Culture is the set of values, norms, guiding beliefs, and understandings
that is shared by members of an organization and taught to new
members as the correct way to think, feel and behave.
Observable symbols, ceremonies, stories,
slogans, behaviors, dress, physical settings

Underlying values, assumptions, beliefs,


attitudes, feelings

Levels of Corporate Culture


Structure and Culture
Two sides of a coin. Mechanisms of motivation & control.
Which is the best culture?
Quinn & Cameron Culture Classification Framework
External
Adaptability Mission
(Adhocracy) (Market) Culture
Culture Clear vision of
Innovation, Risk profitability,
taking, Entrepreneurial measurable goals
Strategic values
Focus Flexibility Stability
Bureaucratic
Clan Culture
(Hierarchy) Culture
Involvement,
Consistency,
Participation, Sense of
conformity &
ownership
collaboration

Internal

Needs of the Environment


Culture Strength and Organizational Subcultures

Culture Strength: Degree of agreement among


members about the importance of specific
values!

Several set of subcultures may develop in


organizations. In the absence of a strong
corporate culture, conflicts may develop.
Institutionalization of Organizational Culture
Level III
Consolidation of cultural values through
repeated actions

Level II
Validation and internationalization of
cultural values

Level I
Physical objects, Technology, Orientation
& Direction, Visible behavior patterns
Role Play
Session 8 • Maitra (Groups 1,2,3,4)
Case: Merger • Dinshaw (Groups 5,6,7,8)
Management • Rohit Wadhwa (Groups 9, 10)
Session 9

Cunningham Motors:
The Virtual Automobile Company

Role Plays – Groups


• Entrepreneur (1,2,3,4)
• Investors (5,6,7,8)
• Partners/Suppliers/Vendors (9)
• Customers (10)
Thank you!

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