Organizational culture is the system of shared actions, values and beliefs that develops within organizations and guides the behaviour of its members. It is said that each organization has its own distinct culture, which, in turn, is an outcome of its past experiences. It assumes the leader’s role in shaping the organization s identity, the organization’s collective learning based on responses to external changes, incidents that occur within the organization, the success or the failure of organizational initiatives, etc. This book serves three purposes: first, it provides an introduction to the concept of organizational culture, how it is created, preserved and changed. In addition, it presents some of the issues involved in preserving the organizational culture. These issues can be in the form of measures such as downsizing, re-engineering, outsourcing, computerization, mergers and acquisitions, etc. Second, the book provides several insights into the inter-relationship of organizational culture and organizational processes and strategies, such as change management, innovation management, fraud management, etc. Third, the book includes a few descriptive cases of organizational experiences of creating, preserving, and changing their organizational cultures. These cases pertain to Wal-Mart, Procter & Gamble, Home Depot, 3M, and Shri Mahila Griha Udyog Lijjat Papad. Together, these cases throw light on the effect of organizational culture on the organization s performance; in guiding employee behaviour; in accepting or rejecting efforts to change the style of operation; the role of the founder or CEO in creating, preserving or changing the culture, as also its effect on employee morale and customer satisfaction. The book, it is hoped, will be useful to students and teachers of business and psychology, HR professionals, management consultants, and business executives.
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