MASTER OF HUMAN RESOURCE DEVELOPMENT

DCE5632 ORGANIZATIONAL CHANGE & DEVELOPMENT

ORGANIZATIONAL CULTURE
Presented by: NATALI RAHBANI GS60782
DATCHANA MORGAN GS60452
NOR DALILA NOORDIN GS58361
YOGASRI SIVANYANAM GS58371
NUR ASYIRA ABU SAMAH GS58230
NUR ASYIRA DATCHANA YOGASRI NATALI NOR DALILA
GS58230 GS60452 GS58371 GS60782 GS58361
1st Speaker 2nd Speaker 3rd Speaker 4th Speaker 5th Speaker

MEET THE TEAM

  INTRODUCTION
 Conception of Culture & Organizational Culture
 Characteristics Of Organizational Culture
 Levels Of Organizational Culture
 Competing Values Framework

 TYPES OF CULTURE
 Human Oriented vs Customer Oriented
 Culture Intervention

CONTENTS
 IMPORTANCE OF HAVING A STRONG
ORG. CULTURE
 Impact of Strong Organization Culture on Company
Innovation
 Enhance Employer Branding to Gain Employee Engagement
and Reduce Turnover Intention
 Strong vs Weak Organizational Culture

 WAYS TO BUILD ORGANIZATIONAL

CULTURE
 Maintaining Culture in Organization
 Strategies for Changing an Organization’s culture
 CULTURE
Culture can be defined as a set of shared values, beliefs, norms, and artifacts
that are used to interpret the environment and as a guide for all kinds of
behavior.

DEFINITION Culture is related to individuals’ capacity for learning and is also

CULTURE transmitting knowledge and concerned with norms and rules for right
behavior (Geertz, 1973).

Culture is a result of the behavior of individuals and not the other way
around. There is no culture unless a group “owns” it (Schein, 1984).
 ORGANIZATIONAL CULTURE
 Organizational culture is the pattern of basic assumptions that a
given group has invented, discovered, or developed in learning to
cope with its problems of external adaptation and internal
integration, and that have worked well enough to be considered
valid, and, therefore, to be taught to new members as the correct
way to perceive, think, and feel in relation to those problems
(Schein, E. H., 1985).
 Organizational culture includes an organization’s expectations,
experiences, philosophy, values that hold it together and is
expressed in its self-image, inner workings, interactions with the
outside world as future expectations (Kumar, 2016).
 Organizational culture is a set of understanding that members
share in common (Sathe, 1985).
 Organizational culture is extremely important and as one of the
strongest assets as well as biggest liability for a company.
 CHARACTERISTICS
OF
ORGANIZATIONAL
CULTURE
There are 7 Dimensions
1. Innovative & Risk Taking
2. Attention to Detail
3. Outcome Orientation
4. People Orientation
5. Team Orientation
6. Aggressiveness
7. Stability
LEVELS OF ORGANIZATIONAL CULTURE
COMPETING VALUES
FRAMEWORK

▪ The competing values framework

(CVF) model was developed by
professors Robert Quinn and
Kim Cameron.
▪ The assessment of the model is
for diagnosing and changing
organizational culture based on
the competing values framework.
The model help in diagnose and
initiate change in organizational
culture.
 TYPES OF CULTURE

Human Oriented Culture

Customer Oriented Culture

 Characteristics

HUMAN ORIENTED
CULTURE
Organization that take a
good care about the Good work is Employees are Investment in Employees are
recognized seen and employee valuable as
employees and wellbeing treated as people, not just
and rewarded success and
valued growth as employees
partners
 Staff Management
CUSTOMER
ORIENTED CULTURE
set of beliefs that prioritize Service process design
customer's interests while
it does not neglect
stakeholders like owners,
managers and employees in
order to establish a
Customer retention
company with long-term
profitability
 ORGANIZATION CULTURE AS A STRATEGY

To maximise the value

Fluidly integrate the goals Coordination mechanism of culture, leaders need
of leaders with the Acts as the driving force to enable dealing with to first be aware of the
knowledge and to shape attitude and unforeseen contingencies multiple culture which
experiences of its behaviours in wide and events they are embedded,
employees ranging and durable way. (Wang, Farag & Ahmad, sensing when change is
(Masunda, 2019). 2021). required and can deftly
influence the process .
 INTERGRATED
CULTURE exploration, idealism and
• Understanding of organization’s expansiveness, altruism
culture and assess its intended and creativity
and unintended effect.
• Evaluate the level of consistency affiliations and
fun and mutual trust
in employees’ view of the
excitement
organization culture.
• Swiftly orient new executives to
the culture they are joining and
help them determine the most
effective way to lead employee. competitive and respect, structure, and
achievements shared standards
• Measure the degree of alignment
between leadership styles and
organizational culture.
Strength, decisiveness,
• Formulate an aspirational culture and boldness
cautious planning and
and communicate the changes preparedness
necessary to achieve it.
 As leaders, it is worth to
constantly reflect on the
relevance of the organisational
culture and strategies as
“What worked in the past
may no longer work in the
future, and what worked for
one company may not work
for another”.
 MAIN KEY POINTS :

THE IMPORTANCE
 Enhance company’s innovation
OF HAVING
STRONG  Improves company’s corporate performance
ORGANIZATION  Strengthen employer’s branding, Gain Employee
CULTURE Engagement and Reduce Turnover
 HOW DOES IT HELPS IN ENHANCING COMPANY’S
INNOVATION?

 With the existence of a strong culture, a shared understanding of innovation is created. Organization that
have innovation generally introduce new services and products, enhanced process or work systems &
continuously generating and renew new value to boost growth and productivity.

 Build innovation skills and introduce process for innovation

 Create a working environment that supports creativity

 Helps employees adopt new perspectives

 Gather employees to work towards rapid advancement

 HOW DOES IT HELPS IN IMPROVING CORPORATE’S
PERFORMANCE?

 A good organization culture will drive employees to have similar views regarding the company and
behave consistently with organization’s value.

 Members of the organization will share values and goals and this will boost business performance

 When beliefs and ethical values align with business objectives, employees can prove to be effective in
building teams because rapport and trust quickly ensued.

 It ease communication of roles and responsibilities to all individuals. Employees know what is expected
of them, how management assesses their performance and what forms of rewards are available.
HOW DOES IT HELPS IN STRENGTHENING EMPLOYER’S BRANDING,
GAIN EMPLOYEE’S ENGAGEMENT & REDUCE TURNOVER?

 An employer brand is the reputation as a place of work, created by the perceptions of internal and
external talent. It is how employees think, feel and act is a big part of that. Thus, company’s culture
influences employer brand.

 Employer branding highlights what you have to offer as an employer, the messages that the company
share not only create a perception of who they are, but what they will deliver to their employees. Hence,
a good or bad company culture will have an impact on employee’s turnover and commitment towards
the organization.

 A well built culture and organizational foundation will attract the right type of talent to enhance and
promote employer brand stories that create pride, trust, and inspire your existing talent.
STRONG ORGANIZATION CULTURE
VS
WEAK ORGANIZATION CULTURE
 STRONG ORGANIZATIONAL CULTURE WEAK ORGANIZATIONAL CULTURE
 There is lack of motivation by the members of the
 A strong cultures are those in which organizational values organization, and it encompasses little or no strategy-
and beliefs are widely shared and significantly influence implementing assistance since there are no traditions,
people’s behavior on the job. Organizations with a strong beliefs, values, common bonds, or behavioral norms
culture create clear and coherent values and expect that that management can use to motivate to execute the
members agree with and care intensely about those values chosen strategy (John, 2006).
(Denison, 2016)
 Organizations with a weak organizational culture focus
more on action by the individual employee, hence
 Organizational values and beliefs are widely shared with sharing of norms, values and philosophies among
significant influence on people’s behavior with respect to employees is less important. There is also less
their job (John, 2006). It encompasses the ability to groupthink and less group action in organizations with
influence and motivate organizational members to act in weak organizational cultures, hence there is less inter-
an approved manner in the organization, and also an influence and motivation among the employees
agreement on the part of members, regarding the (Maseko, 2017).
importance of the organizational values (Schein, 2004).  A weak organizational culture is one in which
employees are not clear with what their goals are. A
weak culture is evident when most employees have
varied opinions about the organization’s mission and
values.
 TRAITS OF A ORGANIZATION CULTURE

 Members of an organization are able carry out coordinated action when they shared system of beliefs,
and values, which are widely understood.

 High levels of involvement and participation create a sense of ownership and responsibility (Denison,
1990).

 Company has higher levels of quality, fewer defects, less rework, good resource utilization, and high
employee satisfaction (Denison, 2006).

 The organization has the capability to change in response to the environment with focus is on the
marketplace and its people. An organization that is flexible has higher levels of product and service
innovation, creativity, and a fast response to the changing needs of customers and employees.
 TRAITS OF A WEAK ORGANIZATION CULTURE

 Lack of focus while executing tasks. Often companies with a weak culture do not follow, or have, a
business plan.This leads to disorganization within the organization.

 Employees are not clear with what their goals are. A weak culture is evident when most employees have
varied opinions about the organization’s mission and values.

 Increase in turnover of employees because of a lack of corporate cohesiveness and mission. This spirals
into low employee morale, and employee disengagement.

 Lack of trust, focus on problems, staff losing confidence in their leaders and systems, and people
spending more time focusing on problems rather than opportunities.
❑ Ways to Build Organizational
Culture

❑ Maintain Culture in an
Organizational

❑ Strategies for Changing an

Organization's Culture
WAYS TO BUILD ORGANIZATIONAL CULTURE

▪ Culture can be built by design or default. In other words,

culture can be purposefully created or left to chance. Leaders
are crucial in establishing and maintaining cultures. It takes a lot
of thought and effort to create culture through design. Other
leaders often make the mistake of believing that simply talking
about culture, posting cultural values on walls, throwing out
books on culture, and putting cultural values on coffee mugs
would result in the desired culture.
▪ Although there are numerous benefits and payoffs of having a
positive, high-performance culture, there are also numerous
risks associated with ignoring or having a less-than-desirable
culture.
 1 2 3 4 5
Make Strategy & Develop a Clear
Identify, Communicate, Role model Recruit and
Culture Important Understanding of
Educate,& Engage
Leadership The Present desired behaviours develop for culture
Employees in the
Priorities Culture Cultural Ideals

6 7 8 9 10
Use symbols,
Align for Recognize and Monitor and
ceremonies, Appoint a culture
consistency reward desired manage the
socialization, and team
between strategy behaviors and stories to reinforce culture
and culture practices culture
 MAINTAIN CULTURE IN AN
ORGANIZATIONAL

TOP
SELECTION SOCIALIZATION MANAGEMENT

- Pre Arrival Stage

- Encounter Stage
- Metamorphosis Stage
 Modify Select & Socialize Develop
Formulate a Display Top- Model culture Ethical &
Organization - Newcomers &
Clear Strategic management change at the Legal
Support Org Terminate
Vision Commitment highest level Sensitivity
Change Deviants

STRATEGIES FOR CHANGING AN ORGANIZATION'S

CULTURE
 VISION
The Main Basis of PDRM FOREMOST IN MAINTAINING
Section 3 (3) of the Police Act 1967 A SAFE, SECURE AND
stipulates that for the sake of national PROSPEROUS MALAYSIA
sovereignty and the well -being of the
community and the authority of the
force, the basic duties of members of the MISSION
Royal Malaysia Police are:
TO PROVIDE PROFESSIONAL
Preserving Law and Order AND QUALITY SERVICES IN
Maintaining Malaysia's Peace and PROTECTING THE COUNTRY TO
Security ENSURE PUBLIC SAFETY,
Preventing and Detecting Criminals SECURITY AND PROSPERITY
Arrest and Prosecute Offenders; and
Gathering Security Intelligence
 Vision : To create a society
that is free from violence against
women

Mission : To promote and create

respect, protection and fulfilment
of equal rights for women, to work
towards the elimination of
discrimination against
women, and to bring about equality
between women and men.

Core Values
• Act with Respect & Compassion
• Ensure we are Non-judgmental
and Inclusive
• Act with Accountability
• Are Courageous
• Are Fun-loving and Professional
Mission: To help people succeed in life and to live a
life of significance through education

Values:
•Pride of Achievement.
•Sharing Success.
•The Courage to Be.
•To be Compassionate.
•To be Significant.
 VISION : “TO FILL THE EARTH WITH THE LIGHT AND
WARMTH OF HOSPITALITY, EVERY HOTEL, EVERY GUEST, EVERY
HOSPITALITY & TIME”
TOURISM INDUSTRY
CORE VALUES:
 Encouraging team members at every level of the business to create a rewarding experience
for their hotel guests & their communities they proudly serve and each other
 Hilton Worldwide believes that it is critical that our leaders and Team Members have the
necessary knowledge and skills to do their jobs effectively and have the ability to grow and
develop personally and professionally. At Hilton Worldwide there is a world of learning
opportunities ranging from
 on-the-job training and virtual courses, to management development programs and learning
seminars.
 CARE Culture values every day inspires entire hotel teams to think intuitively, go beyond
expected standards and provide individual touches that surprise and delight our guests.
“Real. Attentive. Cheerful. Flexible.Thoughtful. Honest. Caring”
 CARE Committee perform specific functions to maintain high quality standards, ensure
outstanding guest service, demonstrate positive team relations and contribute to the local
community
 Aim to create a business environment that becomes a desirable place to work, a great place
to stay and a positive place to invest in a successful hospitality career
 Our Staff understand the importance of upholding a brand's reputation and value the effort
it takes to provide a globally recognized hospitality experience, since it's with Hilton Hotels
& Resorts where we promise an exceptional Guest experience every time.
 MISSION
HOSPITALITY &
TOURISM INDUSTRY
 Hospitality: We're passionate about delivering exceptional guest
experiences.
 Integrity: We do the right thing, all the time.
 Leadership: We're leaders in our industry and in our
communities.
 Teamwork: We're team players in everything we do.
 Ownership: We're the owners of our actions and decisions.
 Now: We operate with a sense of urgency and discipline.
Vision
Growing to be the most trusted global partner in oleo-based products and solutions, thus enriching
human lives in a sustainable manner every day.

Mission
•Consistent delivery of competitive high quality products and solutions that are focused on
meeting and exceeding customer expectations.
•Value addition through commitment to the highest standards of operational excellence driven by
a culture of continuous improvement and innovation.
•Cultivating a team that values and develops people of all backgrounds through empowerment and
recognition.
•Values built on the legacy of ethical practices embraced by its founder, committed to operate
responsibly and with integrity.
Core Values

T
H
R
I
I
L
❑ Culture adapts to diverse circumstances.
❑ Managers need to understand the nature and
role of culture.
❑ Managers must understand the importance of
culture for organizational change.
❑ Corporate culture also impacts the day-to-day
decision-making of the organization.