Hrd culture

Some important things about HRD Culture

1. HRD CULTURE Presented By: Suleman Ali Malik Email: [email protected]

2. Presentation Flow 1. Introduction 2. Ideal characteristics of HRD culture 3.Significance of culture 4. Types of culture 5. Values to examine the developed profile of an HRD culture 6 . How employees learn HRD culture 7 . Conclusion

3. • Human Resource Development (HRD) is the framework for helping employees develop their personal and organizational skills , knowledge, and abilities . OR HRD in the organizational context is a process by which the employees of an organization are helped in a continuous , planned way to : “Acquire or sharpen capabilities required to perform various functions associated with their present or expected future roles”. INTRODUCTION TO HRD:

4. Organizational or C orporate culture Organizational or Corporate culture is the pattern of values, norms, beliefs , attitudes and assumptions that may not have been articulated but shape the ways in which people in organizations behave and things get done. ‘Values’ refer to what is believed to be important about how people and organizations behave . ‘Norms’ are the unwritten rules of behavior .

5. Significance of culture Organizational culture offers a shared system of meanings which is the basis for communications and mutual understanding. If these functions are not fulfilled in a satisfactory way, culture may significantly reduce the efficiency of an organization.

6. Authoritarian culture • There is a centralization of power with the leader and obedience to orders and discipline are stressed. • It is assumed that leader know what is good for the HRD and always acts in its interest

7. Participative culture • Tends to emerge where most HRD members see themselves as equals and take part in decision-making.

8. Mechanistic culture • This culture exhibits the values of bureaucracy. • Authority flows down from the top of the HRD to the lower levels. • It resist change and innovation .

9. Organic culture • Emphasis on task accomplishment, team work and free flow of communication. • There is flexibility, change and innovation.

10. Sub-culture and Dominant culture • Dominant culture in an organization  demonstrates a shared value at its core. • Every organization has a  dominant culture , which is unique to that organization and provides its members with boundaries and guidelines that shape their behavior .

11. • S ubculture is a group of people with a culture (whether distinct or hidden) which differentiates them from the larger culture to which they belong. • HRD culture emerges when there is an integration of all departments (subculture) into a whole

12. 1.Openness: Where people feel free to express their ideas, opinions and feeling to each other irrespective of their level, designation etc. 2. Collaboration: Where people are eager to help each other. There is spirit of sacrifice for the sake of each other and larger goals. 3.Trust and trustworthiness : People believing each other and acting on the basis of verbal message and instructions without having to wait for written instructions or explanations

13. 4. Authenticity: Speaking the truth fearlessly and keeping up the promises made. They never promise or commit to things just to please other. 5 . Proactive: Promotes initiative and exploration on the part of all employees. Encourages every one to take initiative and make thing happen.

14. 6. Autonomy: Every role-holder in the organization , irrespective of his level, has some scope to use discretion in his job. There should be scope to choose one’s activities and role . 7 . Confrontation: Facing issue squarely. People can be relied upon to treat issues not as a personal assault but as focus areas needing improvement.

15. Stories Organizational "stories" typically contain a narrative of significant events or people including such things as the organization's founders, rule breaking, reactions to past mistakes, and so forth. 

16. Rituals Corporate rituals   are repetitive sequences of activities that express and reinforce the values of the organization, what goals are most important, and which people are important.

17. Material Symbols Material symbols conveys to employees who is important, the degree of equality desired by top management, and the kinds of behavior that are expected and appropriate.  Examples of material symbols include the layout of an organization's facilities, how employees dress, the types of automobiles provided to top executives, and the availability of corporate aircraft.

18. Language Many organizations and units within organizations use language as a way to identify and unite members of a culture. By learning this language, members attest to their acceptance of the culture and their willingness to help preserve it.  For instance, Microsoft employees have their own unique vocabulary: T he term   work judo is used to mean the art of deflecting a work assignment to someone else without making it appear that you're avoiding it.

19. Conclusion • The culture of any organization has a tremendous impact on its success and therefore , culture building is a critical function.