ORGANISATIONAL CULTURE
AND IR
B.V.L.NARAYANA
SPTM/RSC/BRC
DATA FROM CREATIVITY
COURSE
AV ERAGES
pa
pb
LEVEL
TRAFFIC
PERSONNEL
ACCOUNTS
MEDICAL
MECHANICAL
ENGINEERING
GRAND TOTAL
TRAFFIC
PERSONNEL
ACCOUNTS
MEDICAL
MECHANICAL
ENGINEERING
GRAND TOTAL
23.33
26.67
21.50
30.83
20.00
23.33
24.28
pc
14.92
16.67
22.67
18.33
20.83
13.33
17.79
pd
21.83
24.17
24.17
23.33
27.50
20.00
23.50
DIFFERENCE BETWEEN DESIRED
AND ACTUALS
da
39.64
32.50
31.67
27.50
31.67
43.33
34.38
db
25.25
30.83
34.67
40.00
25.83
27.50
30.68
1.92
4.17
13.17
9.17
5.83
4.17
6.40
dc
24.22
19.17
24.50
17.50
29.17
13.33
21.31
9.31
2.50
1.83
-0.83
8.33
0.00
3.52
dd
27.19
22.83
22.50
17.50
24.17
20.83
22.50
5.36
-1.33
-1.67
-5.83
-3.33
0.83
-1.00
SAMPLE
23.33
27.17
18.33
25.83
20.83
38.33
25.64
-16.31
-5.33
-13.33
-1.67
-10.83
-5.00
-8.75
6
1
1
1
1
1
11
COMPETING VALUES FRAME
WORK



Developed by QUINN and CAMERON
Organizational culture assessment
instrument
Based on polarities



Internal versus external focus
Stability versus flexibility
Four types of culture
Types of organizational cultures




Clan Culture - internal focus and flexible A
friendly workplace where leaders act like father
figures.—all A’s
Adhocracy Culture - external focus and flexible A
dynamic workplace with leaders that stimulate
innovation—all B’s
Market Culture - external focus and controlled A
competitive workplace with leaders like hard
drivers –all C’s
Hierarchy Culture - internal focus and controlled
A structured and formalized workplace where
leaders act like coordinators—all D’s
Organizational culture

Six key aspects of culture






Dominant characteristics
Leadership
Management of employees
Organizational glue
Strategic emphasis
Criteria of success
Types of organizational cultures




Adhocracy
The Adhocracy has even greater independence and
flexibility than the Clan, which is necessary in a rapidly
changing business climate.
Where market success goes to those with greatest
speed and adaptability, the adhocracy will rapidly form
teams to face new challenges. It will use prototyping
and experimenting rather than long, big-bang projects
and development.
Leaders in an adhocracy are visionary, innovative
entrepreneurs who take calculated risks to make
significant gains.
Types of organizational cultures





Market
The Market organization also seeks control but does so
by looking outward, and in particular taking note of
transaction cost.
Note that the Market organization is not one which is
focused just on marketing, but one where all
transactions, internal and external are viewed in
market terms. Transactions are exchanges of value. In
an efficient market organization, value flows between
people and stakeholders with minimal cost and delay.
Market cultures are outward looking, are particularly
driven by results and are often very competitive.
Leaders in market cultures are often hard-driving
competitors who seek always to deliver the goods.
Types of organizational cultures





Clan
The Clan organization has less focus on structure and
control and a greater concern for flexibility. Rather than
strict rules and procedures, people are driven through
vision, shared goals, outputs and outcomes.
In contrast to Hierarchies, clans often have flat
organizations and people and teams act more
autonomously.
It has an inward focus and a sense of family and
people work well together, strongly driven by loyalty to
one another and the shared cause. Rules, although not
necessarily documented, do still exist and are often
communicated and inculcated socially.
Clan leaders act in a facilitative, supportive way and
may take on a parental role.
Types of organizational cultures




Hierarchy
The hierarchy has a traditional approach to structure
and control that flows from a strict chain of command
as in Max Weber's original view of bureaucracy. For
many years, this was considered the only effective way
of organizing and is still a basic element of the vast
majority of organizations.
Hierarchies have respect for position and power. They
often have well-defined policies, processes and
procedures.
Hierarchical leaders are typically coordinators and
organizers who keep a close eye on what is happening.
Types of organizational cultures






The Organization Culture
Assessment Instrument (OCAI)
The OCAI is a simple questionnaire that has six
categories in which you distribute 100 points between
four sub-items for each that represent the four
Competing Values cultures, where:
Type A style indicates a Clan culture
Type B style indicates an Adhocracy culture
Type C style indicates a Market culture
Type D style indicates a Hierarchy culture
Competing values framework
ORGANISATIONAL CULTURE ON IR
15.00
10.00
5.00
TRAFFIC
PERSONNEL
ACTUAL UNITS
0.00
da
db
dc
dd
ACCOUNTS
MEDICAL
-5.00
MECHANICAL
ENGINEERING
S&T
-10.00
ELECTRICAL
GRAND TOTAL
-15.00
-20.00
-25.00
DIFFERENCE BETWEEN DESIRED AND ACTUAL --CULTURE TYPES
LEVEL
TRAFFIC
PERSONNEL
ACCOUNTS
MEDICAL
MECHANICAL
ENGINEERING
S&T
ELECTRICAL
OTHERS
GRAND TOTAL
TRAFFIC
PERSONNEL
ACCOUNTS
MEDICAL
MECHANICAL
ENGINEERING
S&T
ELECTRICAL
OTHERS
GRAND TOTAL
creativity and knowledge management course
pa
pb
pc
pd
da
db
21.14
15.02
22.02
41.68
27.64
26.67
16.67
24.17
32.50
30.83
21.50
22.67
24.17
31.67
34.67
29.33
19.00
21.67
30.00
33.50
20.00
20.83
27.50
31.67
25.83
23.33
13.33
20.00
43.33
27.50
22.78
14.44
21.67
41.67
30.28
25.17
13.50
32.17
29.17
25.67
17.33
23.00
19.67
41.00
35.00
23.03
17.61
23.67
35.85
30.10
6.50
4.17
DIFFERENCE BETWEEN DESIRED
13.17
AND ACTUALS
4.17
5.83
4.17
7.50
0.50
17.67
7.07
dc
25.61
19.17
24.50
19.17
29.17
13.33
18.89
20.33
25.00
21.68
10.59
2.50
1.83
0.17
8.33
0.00
4.44
6.83
2.00
4.08
dd
26.26
22.83
22.50
20.75
24.17
20.83
19.72
28.33
18.50
22.66
4.24
-1.33
-1.67
-0.92
-3.33
0.83
-1.94
-3.83
-1.17
-1.01
20.50
27.17
18.33
27.00
20.83
38.33
31.11
25.67
23.17
25.79
-21.18
-5.33
-13.33
-3.00
-10.83
-5.00
-10.56
-3.50
-17.83
-10.06
SAMPLE
11
1
1
2
1
1
3
1
1
22
ANALYSIS AT n=22

ALL want reduction in command and
control


Maximum shown by traffic,accounts,
mechanical, S&T. least by medical, electrical
All want increase in clan culture,
mentorship, freedom to do, autonomy

Maximum wanted by accounts, S&T and
Traffic. Least by electrical
Analysis at n=22

All want an increase in Adhocracy


Freedom, promote idea generation and
innovation. Maximum by Traffic, mechanical,
electrical. Least by engineering, medical
Most of the departments want a marginal
reduction on emphasis on market culture
except Traffic which wants an increase
DIMENSIONS OF LEARNING
CULTURE









Continuous learning at individual level
Dialogue and enquiry at individual level
Team learning
Capture learning
Empowerment
Connect organization
Leadership for learning
Financial performance
Knowledge performance
Organizational culture -amp
LEVEL
pa
pb
pc
pd
TRAFFIC
24.58
15.08
25.21
PERSONNEL
19.96
11.04
23.17
ACCOUNTS
19.58
16.33
20.54
MECHANICAL
15.42
11.76
22.79
ENGINEERING
23.50
16.52
17.90
S&T
20.00
10.83
20.00
ELECTRICAL
15.83
16.67
21.25
OTHERS
30.42
12.08
17.08
STORES
35.42
24.00
19.75
SECURITY
35.00
3.33
12.50
GRAND TOTAL
23.97
13.77
20.02
TRAFFIC
PERSONNEL
ACCOUNTS
DIFFERENCE BETWEEN DESIRED
MECHANICAL AND ACTUALS
ENGINEERING
S&T
ELECTRICAL
OTHERS
STORES
SECURITY
GRAND TOTAL
da
35.13
45.42
43.13
50.38
42.07
48.61
46.25
40.42
21.25
49.17
42.18
db
24.25
32.75
28.58
26.13
26.90
25.11
27.92
25.00
24.00
21.67
26.23
-0.33
12.79
9.00
10.71
3.40
5.11
12.08
-5.42
-11.42
-13.33
2.26
dc
26.00
22.46
20.42
23.21
25.67
26.67
22.08
34.17
18.33
33.33
25.23
10.92
11.42
4.08
11.45
9.14
15.83
5.42
22.08
-5.67
30.00
11.47
dd
26.17
20.21
21.00
29.58
24.00
28.06
32.50
19.58
22.08
29.17
25.23
0.96
-2.96
0.46
6.79
6.10
8.06
11.25
2.50
2.33
16.67
5.22
24.63
24.58
30.00
21.08
23.43
19.61
17.50
21.25
35.58
15.83
23.35
-10.50
-20.83
-13.13
-29.29
-18.64
-29.00
-28.75
-19.17
14.33
-33.33
-18.83
SAMPLE
4
4
4
4
7
3
2
2
2
1
33.00
Organizational culture -amp
TRAFFIC
ORGANIZATIONAL CULTURES AND SUB CULTURES
PERSONNEL
ACCOUNTS
60.00
MECHANICAL
ENGINEERING
S&T
ELECTRICAL
50.00
OTHERS
STORES
SECURITY
UNITS
40.00
INDIAN RAILWAYS
30.00
20.00
10.00
0.00
pa
pb
pc
pd
da
DEIFFERENCE BETWEEN DESIRED AND ACTUALS
db
dc
dd
Organizational culture-all courses
LEVEL
pa
pb
pc
pd
TRAFFIC
22.06
15.03
22.87
PERSONNEL
21.30
12.17
23.37
ACCOUNTS
19.97
17.60
21.27
MECHANICAL
16.33
13.57
23.73
ENGINEERING
23.48
16.13
18.17
S&T
21.39
12.64
20.83
ELECTRICAL
18.94
15.61
24.89
OTHERS
26.06
15.72
17.94
STORES
35.42
24.00
19.75
MEDICAL
29.33
19.00
21.67
SECURITY
35.00
3.33
12.50
INDIAN RAILWAYS
24.48
14.98
20.63
TRAFFIC
PERSONNEL
ACCOUNTS
MECHANICAL
DIFFERENCE BETWEEN DESIRED
ENGINEERING
AND ACTUALS
S&T
ELECTRICAL
OTHERS
STORES
MEDICAL
SECURITY
INDIAN RAILWAYS
da
39.93
42.83
40.83
46.63
42.23
45.14
40.56
40.61
21.25
30.00
49.17
39.93
db
26.73
32.37
29.80
26.07
26.98
27.69
27.17
28.33
24.00
33.50
21.67
27.66
4.68
11.07
9.83
9.73
3.50
6.31
8.22
2.28
-11.42
4.17
-13.33
3.18
dc
25.71
21.80
21.23
24.40
24.13
22.78
21.50
31.11
18.33
19.17
33.33
23.95
10.68
9.63
3.63
10.83
8.00
10.14
5.89
15.39
-5.67
0.17
30.00
8.97
dd
26.23
20.73
21.30
28.50
23.60
23.89
31.11
19.22
22.08
20.75
29.17
24.24
3.37
-2.63
0.03
4.77
5.44
3.06
6.22
1.28
2.33
-0.92
16.67
3.60
21.60
25.10
27.67
21.03
25.29
25.36
20.22
21.89
35.58
27.00
15.83
24.23
-18.33
-17.73
-13.17
-25.60
-16.94
-19.78
-20.33
-18.72
14.33
-3.00
-33.33
-15.69
SAMPLE
15
5
5
5
8
6
3
3
2
2
1
55
ALL COURSES
LEVEL
pa
pb
pc
pd
da
db
dc
dd
SAMPLE
TRAFFIC
22.15
18.43
23.35
35.96
26.21
24.86
26.52
22.65
28
PERSONNEL
21.89
15.94
25.35
36.38
27.06
22.29
25.13
25.67
13
ACCOUNTS
20.06
16.91
21.59
41.26
26.26
21.70
20.59
31.44
9
MEDICAL
29.33
19.00
21.67
30.00
33.50
19.17
20.75
27.00
2
MECHANICAL
21.67
18.29
22.92
37.21
25.94
22.07
24.29
27.81
15
ENGINEERING
23.42
19.04
21.26
36.28
26.64
22.23
23.24
28.16
15
S&T
24.57
17.80
23.26
34.22
27.69
21.25
22.63
28.01
17
ELECTRICAL
26.35
17.91
20.61
35.13
26.76
21.35
24.28
27.61
9
STORES
30.79
18.71
18.64
32.02
31.05
20.33
23.43
25.43
7
SECURITY
35.00
3.33
12.50
49.17
21.67
33.33
29.17
15.83
1
OTHERS
26.92
19.29
20.00
34.38
28.58
29.83
21.13
20.88
4
INDIAN RAILWAYS
25.65
16.79
21.01
36.54
27.40
23.49
23.74
25.50
120.00
TRAFFIC
4.07
6.42
3.17
-13.30
PERSONNEL
5.17
6.35
-0.22
-10.71
ACCOUNTS
6.20
4.80
-1.00
-9.81
MEDICAL
4.17
0.17
-0.92
-3.00
MECHANICAL
4.28
3.78
1.37
-9.40
ENGINEERING
3.22
3.19
1.99
-8.12
S&T
3.12
3.45
-0.64
-6.21
ELECTRICAL
0.41
3.44
3.67
-7.52
STORES
0.26
1.62
4.79
-6.60
-13.33
30.00
16.67
-33.33
OTHERS
1.67
10.54
1.13
-13.50
INDIAN RAILWAYS
1.75
6.70
2.73
-11.05
SECURITY
BFP
LEVEL
pa
pb
pc
pd
da
db
dc
dd
SAMPLE
TRAFFIC
24.92
23.67
28.00
23.00
21.75
25.42
32.33
20.50
2
PERSONNEL
20.87
17.80
26.67
33.93
21.97
22.80
28.90
26.67
5
ACCOUNTS
19.39
14.17
19.89
46.56
21.06
20.28
17.39
41.28
3
MECHANICAL
20.54
20.42
22.50
36.54
21.63
16.46
23.17
38.75
4
ENGINEERING
22.71
19.58
23.54
34.17
24.58
16.67
21.67
37.50
4
S&T
25.62
20.62
25.79
27.98
26.12
18.88
24.00
31.40
7
ELECTRICAL
29.58
21.46
17.50
31.46
26.04
20.00
18.83
35.13
4
STORES
38.89
16.39
16.33
28.39
41.00
17.00
22.67
19.89
3
OTHERS
29.50
30.00
26.17
15.67
29.33
26.00
26.83
17.83
1
INDIAN RAILWAYS
25.78
20.46
22.93
30.85
25.94
20.39
23.98
29.88
33
-3.17
1.75
4.33
-2.50
PERSONNEL
1.10
5.00
2.23
-7.27
ACCOUNTS
1.67
6.11
-2.50
-5.28
TRAFFIC
MECHANICAL
DIFFERENCE BETWEEN DESIRED
1.08
-3.96
0.67
2.21
ENGINEERING
AND ACTUALS
1.88
-2.92
-1.88
3.33
0.50
-1.74
-1.79
3.43
-3.54
-1.46
1.33
3.67
STORES
2.11
0.61
6.33
-8.50
OTHERS
-0.17
-4.00
0.67
2.17
0.16
-0.07
1.05
-0.97
S&T
ELECTRICAL
INDIAN RAILWAYS
MDP
LEVEL
pa
pb
pc
pd
da
db
dc
dd
SAMPLE
TRAFFIC
21.77
22.12
23.17
32.89
26.32
23.59
25.86
24.48
11
PERSONNEL
25.92
20.75
27.00
26.33
26.50
22.25
26.67
24.58
2
ACCOUNTS
22.50
21.67
28.33
27.50
24.17
28.33
26.67
20.83
1
MECHANICAL
26.86
20.81
22.53
29.81
28.72
23.86
21.53
26.17
6
ENGINEERING
24.22
26.11
26.44
23.22
28.50
24.61
24.39
23.33
3
S&T
27.50
20.63
22.50
28.75
30.42
23.13
18.33
26.04
4
ELECTRICAL
31.00
14.25
20.42
34.33
27.58
23.83
24.92
23.67
2
STORES
14.00
16.92
21.00
48.25
23.17
27.33
25.92
23.58
2
INDIAN RAILWAYS
24.22
20.41
23.92
31.39
26.92
24.62
24.29
24.09
31
TRAFFIC
4.55
1.47
2.70
-8.41
PERSONNEL
0.58
1.50
-0.33
-1.75
1.67
6.67
-1.67
-6.67
1.86
3.06
-1.00
-3.64
ENGINEERING
4.28
-1.50
-2.06
0.11
S&T
2.92
2.50
-4.17
-2.71
-3.42
9.58
4.50
-10.67
ELECTRICAL
9.17
10.42
4.92
-24.67
INDIAN RAILWAYS
2.70
4.21
0.36
-7.30
ACCOUNTS
MECHANICAL
STORES
DIFFERENCE BETWEEN DESIRED AND
ACTUAL VALUES
DA-PA
VARIATION ACROSS DEPARTMENTS --DESIRED VERSUS ACTUALS IN DIMENSIONS
DB-PB
DC-PC
40.00
DD-PD
30.00
20.00
RA
IL
W
AY
S
S
IN
DI
A
N
OT
HE
R
SE
CU
RI
TY
OR
ES
ST
EL
EC
TR
IC
AL
S&
T
RI
NG
EN
GI
NE
E
EC
HA
NI
CA
L
M
ED
IC
AL
M
UN
TS
NN
EL
AC
CO
-10.00
PE
RS
O
C
0.00
TR
AF
FI
PERCENTAGE
10.00
-20.00
-30.00
-40.00
DEPARTMENTS
ALL COURSES INCLUDING STORES BFP
LEVEL
clan
adhocracy
market
hierarchy
pa
pb
pc
pd
da
db
dc
dd
SAMPLE
TRAFFIC
22.15
18.43
23.35
35.96
26.21
24.86
26.52
22.65
28
PERSONNEL
21.89
15.94
25.35
36.38
27.06
22.29
25.13
25.67
13
ACCOUNTS
20.06
16.91
21.59
41.26
26.26
21.70
20.59
31.44
9
MEDICAL
24.71
15.50
22.08
37.10
28.42
18.56
23.24
29.21
15
MECHANICAL
21.67
18.29
22.92
37.21
25.94
22.07
24.29
27.81
15
ENGINEERING
23.42
19.04
21.26
36.28
26.64
22.23
23.24
28.16
15
S&T
24.57
17.80
23.26
34.22
27.69
21.25
22.63
28.01
17
ELECTRICAL
26.35
17.91
20.61
35.13
26.76
21.35
24.28
27.61
9
STORES
26.66
20.56
22.54
30.47
30.76
21.86
22.83
25.02
24
SECURITY
35.00
3.33
12.50
49.17
21.67
33.33
29.17
15.83
1
OTHERS
26.92
19.29
20.00
34.38
28.58
29.83
21.13
20.88
4
INDIAN RAILWAYS
24.85
16.64
21.41
37.05
26.91
23.58
23.91
25.66
150
TRAFFIC
4.07
6.42
3.17
-13.30
PERSONNEL
5.17
6.35
-0.22
-10.71
ACCOUNTS
6.20
4.80
-1.00
-9.81
MEDICAL
3.71
3.06
1.17
-7.89
MECHANICAL
4.28
3.78
1.37
-9.40
ENGINEERING
3.22
3.19
1.99
-8.12
S&T
3.12
3.45
-0.64
-6.21
ELECTRICAL
0.41
3.44
3.67
-7.52
STORES
4.10
1.30
0.28
-5.45
-13.33
30.00
16.67
-33.33
OTHERS
1.67
10.54
1.13
-13.50
INDIAN RAILWAYS
2.06
6.94
2.51
-11.39
SECURITY
pa
VARIATION IN DIMENSIONS OF CULTURE ACROSS DEPARTMENTS
pb
pc
60.00
pd
50.00
30.00
20.00
10.00
RA
IL
W
AY
S
S
N
SE
CU
RI
TY
OR
ES
OT
HE
R
IN
DI
A
DEPARTMENT NAME
ST
EL
EC
TR
IC
AL
S&
T
RI
NG
EN
GI
NE
E
EC
HA
NI
CA
L
M
ED
IC
AL
M
UN
TS
AC
CO
NN
EL
PE
RS
O
FI
C
0.00
TR
AF
PERCENTAGE
40.00
Analysis at n=150




All departments perceive high degree of
hierarchy- most by accounts, security; least by
stores—all want reduction by 33%
All departments perceive very low adhocracymaximum by personnel, accounts and
medical—least by stores—all want increase
All departments want increase in clan cultureexcept security
Personnel, accounts, S&T want marginal
reduction in market orientation
Analysis at N=179

Length of service as unit of analysis



Hierarchy dominates—least >30 years service—
bell shaped curve—all want decrease , bell
shaped—maximum at >15 years
All want increase in clan—”u” shaped curve—
least at 11-15 years
All want increase in adhocracy except>30 years
service—different sub cultures across
administrative levels
Analysis at n=179

Department as unit of analysis






Hierarchy dominant characteristic—least stores,
highest security, mechanical, accounts, medical
above average
Clan is next, least is adhocracy—highest in stores,
security
All want decrease in hierarchy—maximum traffic,
personal, mechanical
All want increase in adhocracy—maximum
personnel, traffic
All want increase in clan-except security-maximummechanical. Accounts, traffic
All want some degree of balancing between four
dimensions
Analysis at n=179

Administrative levels—courses





Hierarchy dominant—maximum in AMP, medical,
functional—
lowest adhocracy---higher levels in BFP—low in
AMP
Want reduction in hierarchy and increase in clanmaximum in AMP, functional for hierarchy and
functional and stores for clan
MDP,AMP want increase in all dimensions except
hierarchy and increase is more in AMP– indicative of
increase in conservatism and cynicism—lack of
learning
BFP feels present situation OK want marginal
reduction in hierarchy, adhocracy and market
orientation and increase in clan—stores BFP increase
in clan and adhocracy and reduction in market
orientation
variation in desired and actual strength of dimensions of culture across work experience categories
<=5 YEARS
6-10 YEARS
11-15 YEARS
10.00
16-20 YEARS
21-30 YEARS
>30years
INDIAN RAILWAYS
difference in strength
5.00
0.00
da-pa
db-pb
dc-pc
-5.00
-10.00
-15.00
work experience categories
dd-pd
DIFFERENCES BETWEEN DESIRED AND ACTUAL STRENGTH OF DIMENSIONS OF CULTURE--VARIATION
ACROSS ADMINISTRATIVE LEVELS
da-pa
db-pb
dc-pc
dd-pd
15.00
10.00
DIFFERENCE IN STRENGTH
5.00
0.00
BFP
SBFP
MDP
MMDP
-5.00
-10.00
-15.00
-20.00
-25.00
ADMINISTRATIVE LEVELS
AMP
FUNCTIONAL
INDIAN RAILWAYS
CREATIVITY
VARAITION IN DIMENSIONS ACROSS COURSE
KNOWLEDGE MANAGEMENT
BFP1
45
BFP2
MDP
40
AMP
SBFP
MMDP
35
AVERAGE
STRENGTH
30
25
20
15
10
5
0
clan
adhocracy
market
DIMENSIONS
hierarchy
ANALYSIS --TRENDS

N=11 CREATVITY COURSE


N=22 creativity and KM


PA+VE,PB+VE,PC-VE(Traffic ), PD-VE
N=33—AMP


PA+VE, PD –VE, PB+VE(Medical), PC-VE(traffic)
PD-VE(stores), PA+VE(traffic, security, stores,
others), PB+ve(stores), PC+VE(Personnel)
N=55 all courses

PA+VE(stores, security), PB+VE(stores),
PC+VE(personnel, medical), PD-VE(stores)
Organizational culture-all courses
TRAFFIC
ORGANISATIONAL CULTURES
PERSONNEL
ACCOUNTS
60.00
MECHANICAL
ENGINEERING
S&T
ELECTRICAL
50.00
OTHERS
STORES
MEDICAL
40.00
SECURITY
UNITS
INDIAN RAILWAYS
30.00
20.00
10.00
0.00
pa
pb
pc
pd
da
CULTURE DIMENSIONS
db
dc
dd
Organizational culture-all courses
TRAFFIC
DIFFERENCE BETWEEN ACTUALS AND DESIRED
PERSONNEL
PERSONNEL
40.00
MECHANICAL
ENGINEERING
S&T
30.00
ELECTRICAL
OTHERS
STORES
20.00
MEDICAL
SECURITY
INDIAN RAILWAYS
UNITS
10.00
0.00
DA-PA
DB-PB
DC-PC
-10.00
-20.00
-30.00
-40.00
DIFFERENCE IN TYPES
DD-PD
IR –SUB CULTURES
TRAFFIC
IR SUB CULTURES
PERSONNEL
ACCOUNTS
45.00
40.00
35.00
UNITS
30.00
25.00
20.00
15.00
10.00
5.00
0.00
pa
pb
pc
pd
da
TYPES-ACTUALS AND DESIRED
db
dc
dd
IR –SUB CULTURES
MEDICAL
IR SUB CULTURES
SECURITY
INDIAN RAILWAYS
60.00
50.00
UNITS
40.00
30.00
20.00
10.00
0.00
pa
pb
pc
pd
da
TYPES ACTUALS AND DESIRED
db
dc
dd
ANALYSIS OF ORGN
LEARNING CULTURE
IND
IND
Team
5
5
dialogue
Continuou and
s learning enquiry
A1
A2
A3
A4
A5
A6
A7
A8
A9
A10
A11
A12
total
3.71
2.86
1.86
4.00
2.14
2.86
1.86
1.57
4.00
2.14
4.57
3.43
2.92
ORGN
3.33
3.67
2.17
2.50
2.50
4.17
4.17
2.33
3.00
2.00
3.33
4.50
3.14
5
Team
learning
3.67
3.67
2.33
3.50
2.83
4.33
3.83
3.17
3.33
1.50
4.00
4.50
3.39
ORGN
5
capture
learning
4.00
1.83
2.17
4.50
1.67
2.83
4.67
4.33
4.33
1.67
2.67
4.00
3.22
ORGN
5
ORGN
5
empower connect
ment
orgn
3.83
2.83
1.50
3.83
2.67
2.50
4.33
2.33
4.17
1.17
3.83
3.83
3.07
4.17
2.83
2.17
3.33
2.33
3.17
5.67
1.33
4.83
1.17
4.17
3.83
3.25
ORGN
ORGN
5
10
10
leadership financial knowledg
for
performan e
learning ce
performan
5.17
3.67
2.00
4.83
2.50
3.00
5.17
3.00
4.00
2.00
3.67
4.00
3.58
7.83
6.17
5.17
4.67
4.17
8.50
8.33
9.67
2.67
4.67
6.67
8.33
6.40
7.67
6.67
4.83
7.50
4.33
6.67
8.83
10.00
3.67
5.33
7.00
6.67
6.60
DIMENSIONS OF ORGN LEARNING CULLTURE
DIMENSIONS OF ORGN LEARNING CULLTURE
7.00
6.00
NUMBER
5.00
4.00
3.00
2.00
1.00
0.00
Continuous
learning
dialogue and
enquiry
Team learning
capture learning
empowerment
DIMENSIONS
connect orgn
leadershipfor
learning
financial
performance
knowledge
performance
Any questions –
Thank you