1. Unemotionality: TCS belongs to the positive side of unemotionality parameter of BATE’s framework of organization culture. Employees at TCS are encouraged to share their feelings emotions with different team members. In fact, there are platforms to do so such as Toastmasters club where employees from different project gather once in a week and talk to each other.
2. Depersonalization: TCS belongs towards the positive side of depersonalization, employees blame each other at the time of failure of a project and no one takes the responsibility. Employees generally do not criticise each other in outside but they do it in the organization.
3. Subordination: TCS can be placed on the negative side of the subordination, authority of superior is …show more content…
Conservatism: TCS stands on the positive side of conservatism. Change is welcomed and employees work to make the change successful. Being an IT firm, change is never opposed in TCS.
5. Isolationism: TCS falls towards the negative end of Isolationism. It has number of sub-departments under each ISU which restrict the free flow of information related to client and employees cannot discuss the issues with other departments.
6. Antipathy: TCS falls in positive side of antipathy. Members working in same project or part of the same group trust each other and help other in resolving the …show more content…
Either way, there is likely to be some substitute activity (such as process management) to help keep things on track until actual results are known.
RISK
Uncertainty and risk are something that some people hate and some people thrive on. In either case, it is another motivating force that leads people to focus on managing it.
Where the risk is low, people may be willing to take risks up to their acceptable limit. Where they are high, the risks need to be managed or accepted. High risk companies are more likely to include people who enjoy the frisson of taking a gamble.
THE FOUR-CULTURES
Work-hard, play-hard culture
This has rapid feedback/reward and low risk, leading to:
1. Stress coming from quantity of work rather than uncertainty.
2. High-speed action leading to high-speed recreation.
3. E.g. Restaurants, software companies.
Tough-guy macho culture This has rapid feedback/reward and high risk, leading to:
1. Stress coming from high risk and potential loss/gain of reward.
2. Focus on the present rather than the longer-term future.
3. E.g. police, surgeons, sports.
Process
2. Depersonalization: TCS belongs towards the positive side of depersonalization, employees blame each other at the time of failure of a project and no one takes the responsibility. Employees generally do not criticise each other in outside but they do it in the organization.
3. Subordination: TCS can be placed on the negative side of the subordination, authority of superior is …show more content…
Conservatism: TCS stands on the positive side of conservatism. Change is welcomed and employees work to make the change successful. Being an IT firm, change is never opposed in TCS.
5. Isolationism: TCS falls towards the negative end of Isolationism. It has number of sub-departments under each ISU which restrict the free flow of information related to client and employees cannot discuss the issues with other departments.
6. Antipathy: TCS falls in positive side of antipathy. Members working in same project or part of the same group trust each other and help other in resolving the …show more content…
Either way, there is likely to be some substitute activity (such as process management) to help keep things on track until actual results are known.
RISK
Uncertainty and risk are something that some people hate and some people thrive on. In either case, it is another motivating force that leads people to focus on managing it.
Where the risk is low, people may be willing to take risks up to their acceptable limit. Where they are high, the risks need to be managed or accepted. High risk companies are more likely to include people who enjoy the frisson of taking a gamble.
THE FOUR-CULTURES
Work-hard, play-hard culture
This has rapid feedback/reward and low risk, leading to:
1. Stress coming from quantity of work rather than uncertainty.
2. High-speed action leading to high-speed recreation.
3. E.g. Restaurants, software companies.
Tough-guy macho culture This has rapid feedback/reward and high risk, leading to:
1. Stress coming from high risk and potential loss/gain of reward.
2. Focus on the present rather than the longer-term future.
3. E.g. police, surgeons, sports.
Process