Q. 1) Explain in detail the various levels of organization Culture.

Ans: Introduction: One comes across a number of elements in the organisation, which depict its culture. Culture forms at various levels of depth. At the highest level are the visible artifacts. The next levels are the group norms that help to govern how the group functions. Next are the shared values that are commonly held. At the deepest level are the assumptions that are shared by the group that are so deeply held that they are mostly invisible to the group itself. Researchers have recognized that culture operates at multiple levels within groups. There is significant consensus in the literature that organizational culture exists at four levels: artifacts, norms, values, and assumptions. 1) Artifacts: These are the most visible aspects of an organisation. The first level of culture comprises the visible artifacts and manifestations that an observer can actively sense as they observe the culture. Artifacts can be described as : 1) The visible products of the group such as the architecture of its physical environment, its language, its technology and products. 2) Its artistic creations and its style as embodied in clothing manners of address, emotional displays, myths and stories told about the organization. 3) Published lists of values, observable rituals and ceremonies, and so on. This level also includes the visible behavior of the group and the organisational processes into which such behavior is made routine. Artifacts are easy to find, but hard to understand. The difficulty in understanding comes from the fact that the visible artifacts are derived from deeper levels of values and assumptions that give meaning to the artifacts that are not immediately visible. Artifacts are part of organisational symbolism, which are those aspects of an organisation that its members use to reveal or make comprehendible the unconscious feelings, images, and values that are inherent in organisation. These are the symbols of culture in the physical & social work environment & are most visible. Following are the things found in artifacts:a) Organisational Heroes : It reflects the organisation's philosophy. This dimension especially concerns the behaviour of top management and their leadership styles. There leaders become the role models and a

perfect dinners, annual conventions etc. encourage inter-personal communication and togetherness, and thus, bring about common culture bondage. b) Stories : Stories and myths about organisation's heroes are powerful tools to reinforce cultural values throughout the organisation and specially in orienting new employees. Such stories educates the employees about accepting a particular way to do certain things. e.g. The Japanese car 'Lexus' has enjoyed a reputation for quality and customer service by such stories as the company flying in repairmen to help customers who had problems with their Lexus cars and could not find local repairmen because of the complexity and sophistication of the automobile. c) Cultural Symbols : Cultural symbols represent unspoken messages. Certain type of 'dress code' or a 'company logo' can reflect its values and orientations e.g. Many people wear buttons on their jacket labels suggesting that they are the members of a rotary club or international lions club. In a highly successful cosmetics company in America ,top sales performers are awarded a "diamond" which has come to be known as a meaningful symbol of culture associated with success. Symbols perform three functions: i) ii) iii) Symbols are descriptive and express the culture of the organization Symbols control and direct the energy of the firm Symbols help to maintain the organizational culture and guide actions consistent with that culture. d) Ceremonies , Rites and Rituals : Ceremonies and rites tell about activities that are done on important occasions. Members of the organization who have achieved success are recognised and rewarded on such

occasions. Annual convocations at colleges and universities where degrees, diplomas and medals are distributed to the students are reflections of culture in educational institutions. These ceremonies bond organisation members together. Such ceremonies as company picnics, retirement dinners, encourage interpersonal communication and togetherness. Rites and rituals are two of the important symbolic artifacts in organisational cultures. Rites have important social functions in organisations. Rituals are similar to rites and serve important individual and organizational purposes. Rituals are reflected by: repetition, acting, stylized behavior, order, evocative presentational style, and a collective dimension of shared meaning. Rituals may cause individuals to experience a transpersonal bonding essential to the human species. Ritual is particularly important in transitions because of its ability to repair, soothe,

and transform. Organisations practice both social and uncertainty avoidance rituals that do not make the future more predictable, but they relieve some of the stress of uncertainty by creating a pseudo-certainty within which organization members can continue functioning. 2) Norms : The second level of organizational culture encompasses the norms of the group, which describe the behaviors, and attitudes that the members of a group or organisation pressure one another to follow that are not written but are transmitted from one generation of employees to another by stories, rites, rituals, and particularly, sanctions that are applied when anyone violates a norm. Norms can also extend to collaboration between organizations that permit each organisation to act independently, but within the collective interests of all organizations sharing a common concern. 3) Espoused Values: The third level of organisational culture are values, which give meaning to the norms and artifacts of the group and can be expressed as a broad tendency to prefer one state of affairs over another. Values are reflected in the way individuals actually behave. Values derived from the process of physical and social validation as elements that help the group solve their external and internal problems. Values can be expressed in two ways, as those desired, and those that are desirable. If values are not based on prior learning they may have espoused values which can predict what people will say but may be inconsistent with what they do. This aspect operates at a cognitive level and can include strategies, values and philosophy of the organisation. Sometimes written down as a mission statement, it can sometimes feel like the statements produced by an organisation are rather aspiration to where they would like to be, rather than what happens in reality and to what employees experience. Values can be of 2 types. Namely:1. Instrumental Values :

Are beliefs that certain behaviors are appropriate at all times irrespective of the objectives or outcomes . 2. Terminal Values :

Terminal Values are beliefs that certain more tangible objectives are worth striving for and the objectives become more important than the behavior in achieving such objectives. Values are emotionally charged. For example, Mahatma Gandhi in promoting hand-woven khadi as

against textiles produced by technologically sophisticated machinery, expressed values of human survival. 4) Basic Underlying Assumptions: These elements of the organisation may be aspects, which we are not necessarily happy about; but they do in reality form part of the organisation's culture. For example, a culture where middle managers are not encouraged to question or challenge senior management, which can have an impact upon organisational performance, if not recognised. These views are usually held unconsciously and not normally challenged, which can make it difficult for newcomers to the organisation to make suggestions for change. It can be difficult to identify basic assumptions, as when challenged, individuals may only be able to see them when principles surrounding these assumptions are challenged. Assumptions are the most fundamental level of an organization's culture. These are deeply held beliefs, which are not objectively observed. For example, an organisation may establish values based on 3 basic assumptions. Namely : a) People are basically good. This assumption is reflected in the company's emphasis on trust. b) People are willing to learn, grow & achieve if they are given proper opportunities. This assumption is reflected in the company's extensive training programs. c) People are motivated by the challenging work. The process of common goal setting & goal achievement reflects this assumption by participation of members.

Levels of Culture Artifacts

1) Observable Artifacts : This consists of the process of developing a culture by observation and repetition of the actions done by the top level authorities. The employee's observation areas include the following elements :

2) Shared Values : Values are the second and deeper level of culture, and are reflected in the way individuals actually behave. Values are those principles and qualities that shape our thinking and behaviour. They are emotionally charged priorities. Many management consultants suggest that organisations should develop a "dominant and coherent set of shared values". This means all members will have a predictable behaviour pattern which is consistent with the organisational philosophy, and it will also necessitate and encourage group cohesion. 3) Common Assumptions : Assumptions are at the deepest and most fundamental level of cultural diagnosis. These are deeply held beliefs which are not objectively observable but manifest themselves in the behaviour of people so strongly that any violation of such beliefs would be unthinkable. Thus, culture is essentially learnt. What applies to the learning process applies to culture also. Though there are several models of learning, there exists hardly any model which can explain comprehensively culture creation. Normally, the above explained procedure is adopted to createa organisational culture.

There are three types of symbols: a) Verbal (which include myths, legends and stories). b) Actions (such as rites and rituals)

c) Materials (such as status symbols, logos, awards and flags).

In addition to rites and rituals, organizational culture is also expressed through ceremonies, myths, sagas, legends, stories, folktales, symbols, language, gestures, and the physical setting . The artifacts of organizational culture both express the underlying culture but also perform important individual and organizational functions, including the reinforcement of cultural elements. Norms Values

CREATION OF CULTURE:- Organization culture provides the members with a sense of organizational identity & generates a commitment. Though ideas that become part of culture can come from anywhere within the organization, an organization's culture generally beings with the leader who implements particular ideas & values as a vision, philosophy or business strategy. When these ideas & values lead to success, they become institutionalized & give shape to an organizational culture. Creation of an organization culture is a very lengthy & complicated process. Culture has 3 levels. Namely:1. Artifacts. 2. Beliefs & Values. 3. Assumptions.

1. OBSERVABLE ARTIFACTS:- These are the symbols of culture in the physical & social work environment & are most visible. Following are the things found in artifacts:(i). ORGANIZATIONAL HEROES:- As a reflection of the organization's philosophy, concerns the behavior of top executives & their leadership styles. These leaders become the role models of an organization's culture. They represent what the company stands for & reinforce the values of the culture. (ii). CEREMONIES & RITES:- Ceremonies & rites tell about activities that are done on important occasions. Members of the organization who have achieved success are recognized & rewarded on such occasions. Annual convocations at colleges & universities where degrees, diplomas & medals are distributed to the students are reflections of culture in educational institutions. These ceremonies bond organization members together. Such ceremonies as company picnics, retirement dinners, encourage interpersonal communication & togetherness.

(iii). STORIES:- Stories about organization's heroes are powerful tools to reinforce cultural values throughout the organization. These stories tell about cultural network & remind employees as to why we do things in a certain way. (iv). CULTURAL SYMBOLS:- Symbols tell about organizational culture. Certain code of dress or company's logo can reflect its values. Some of the material artifacts created by an organization might also speak of its cultural orientation.

2. SHARED VALUES:- Values are reflected in the way individuals actually behave. Values reflect an organization's beliefs as to what should be & what should not be. Values are those principles & qualities that shape our thinking & behavior. Values can be of 2 types. Namely:(i). INSTRUMENTAL VALUES:- Are beliefs that certain behaviors are appropriate at all times irrespective of the objectives or outcomes. (ii). TERMINAL VALUES:- Are beliefs that certain more tangible objectives are worth striving for & the objectives become more important than the behavior in achieving such objectives. Values are emotionally charged. For example, Mahatma Gandhi in promoting hand-woven khadi as against textiles produced by technologically sophisticated machinery, expressed values of human survival.

3. COMMON ASSUMPTIONS:-