Professional Documents
Culture Documents
Outline
What is organizational culture? Elements of culture: stories, symbols, myths, rites, values & more Dimensions of organizational culture Organizational culture & climate
* Around here what is really important? * Around here who gets promoted? * Around here what behaviours get rewarded?
* Around here who fits and who does not?
Defining Culture
A pattern of shared basic assumptions that the group learned as it solved its problems of external adaptation and internal integration, that has 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 (1992)
Adaptive Perspective
Characteristics of Culture
Learned
Adaptive
Shared
Culture
Patterned Transgenerational
Symbolic
CULTURE Indiv Personality Pressure from Peers Self-Efficacy Trust Envt Stimuli
GOALS
BEHAVIOUR
Vision Mission
Goals & Objectives Strategies
Structure
Culture Behaviour
Performance
Values
Espoused: what members of an organization say they value Enacted: reflected in the way individuals actually behave
Basic Assumptions Relationship to environment Nature of reality, time, and space Nature of human nature Nature of human activity Nature of human relationships
Reprinted with permission from Edgar H. Schein, Organizational Culture and Leadership: A Dynamic View. Copyright 1985 Jossey-Bass Inc, a subsidiary of John Wiley & Sons, Inc.
Examples
IBM means service GE: Progress is our most impt product DuPont: Better things for better living thru chemistry (Super ordinate Goal) The Tandem Corporation: Top mgt spend half of its time in trg & comm. the mgt philosophy & essence of the company PWC: Strive for techl perfection Dana Corporation: Productivity thru people Caterpillar: 24 hrs parts services anywhere in the world
Examples
P&G - The consumer is impt - Things dont happen, u have to make them happen - We want to make employee interests our own
Elements of Culture
Business Envt ( Each company faces a difft reality in the mkt place depending on its product, competitors, customers, technologies, govt influence & so on.) Values (Basic concepts & beliefs of an org; heart of the corporate culture; standard of achievement inside the org) Stories ( of success & failures) Rites & Rituals (systematic & programmed routines in day-to-day life in company; expected behv; what the company stand for)
Examples
Tandem & IBM provide play on company time thru workshops, exercise facilities, beer busts, retreats etc (corporate life releases tension & encourages innovations) Behind every ritual is a myth which symbolizes a belief central to that culture (IBM, Dana, Mary Kay Cosmetics, Holiday inn & P&G ritual is serious affair) Cultural extravaganza: Mary Kays convention; Polaroid's Annual Meetings) Comm. & Social rituals: (IBM- Mr/ Miss/ Mrs.; MIT graduate joined GE asked to sweep the floor & Hazing) Dee Hock of Visa Intl gave cufflinks inscribed The will to succeed & The Grace of Compromise reinforced the values of Visa culture.
Elements of Culture
Symbols (Prudential Life Insurance) Heroes (these people personify the cultures values; provide role models. Jim Treybig at Tandem) The Cultural Network ( Primary but informal means of communication within the org; carrier of corporate values & heroic mythology) Myths
Drawbacks of OC
Culture can be equally dysfunctional (trice, 1985) Making employee vulnerable to burnout from working too hard Making people unwilling to change what they do Colouring the interpretation of info & events Encouraging beh that few people do well Encouraging ego involvement that heighten the emotionality of events
Issues
Structural Stability Striving towards patterning & integration Group with stable membership/ shared assumption/ history The Problem of Socialization The Problem of Behaviour Can the large organization have one culture
Dimensions of OC
Managing External Adaptation specify the coping cycle that any sys must be able to maintain in relation to its changing Envt
Mission & strategy Goals Means Measurement Correction
Dimensions of OC
Managing Internal integration allow a group to internally integrate by
- Creating Common language & conceptual categories - Defining Group Boundaries - Distributing power & status - Developing norms of intimacy, friendship & Love - Defining & allocating rewards & punishments - Explaining the unexplainable ideology & religion
Dimensions of OC
Strength or amount of OC (Schein, 1984)
- The strength & amount of culture can be defined in terms of The homogeneity & stability of the group membership & The length & intensity of the shared experiences of the group
Dimensions of OC
Direction & Intensity (Cooke & Rousseau, 1983b) - Direction refers to the actual content/ substance of the culture, exemplified by the values, norms & thinking style. - Intensity is the strength of this emphasis and is function of * The degree of consensus among unit members regarding what the culture emphasizes, & * The strength of connection among expectations, rewards & behaviours
Dimensions of OC
Internal & External Fits ( Arogyaswamy & Byles, 1987) - Extent of internal fit obtained by The cohesion of the culture The cultural consistency - Extent of external fit depends on the synergy between Vision, mission, goals, objectives, Strategy, processes & results
Dimensions of OC
Robbins (1987)
Individual Initiative Risk tolerance Direction Management Contact Integration Control Identity Reward System Conflict Tolerance Communication Patterns
Organizational Culture
Based on enduring values embodied in organizational norms, rules, standard operating procedures, and goals People draw on these cultural values to guide their actions and decisions when faced with uncertainty and ambiguity Important influence on members behavior and response to situations
Strong Cultures
Can be disastrous when managers or owners behave unethically Can also be a source of competitive advantage
Facilitators of mutual adjustment in the organization Is also a form of informal organization that facilitates working of the organizational structure
1. Anticipatory Socialization
Realism
Congruence
2. Encounter
Mastery
Stages of Socialization
From An Ethical Weather Repart: Assessing the Organization's Ethical Climate by John B. Cullen, et al. In Organizational Dynamics, Autumn 1989. Copyright 1989 American Management Association International. Reprinted by permission of American Management Association International, New York, N.Y. All rights reserved. Http://www.amanet. Org.
Organizational Rites
Cultural Changes
Situations That May Require Cultural Change
Merger or acquisition Employment of people from different countries Is it really easy to change? Assumptions are often unconscious Culture is deeply ingrained and behavioral norms and rewards are well learned
Hiring and socializing members who fit in with the new culture
Culture
Changing behavior
Reprinted with permission from Vijay Sathe How to Decipher & Change Corporate Culture, Copyright 1985 Jossey-Bass Inc, Reprinted by permission Of Jossey-Bass, Inc., a subsidiary of John Wiley & Sons, Inc..
Hard to understand how the previous four factors interact Major alterations are sometimes needed
Redesign structure Revise property rights used to motivate people Change the people especially top management
Types of OC
Handy (1976)
Power Culture Powerful & dominant leaders, few rules & procedures, decision making fast, few committees, growth is problem b/c with increased size integration is difficult by centre Role Culture Steady state org, problem of integration to achieve the org goals, take minim risks, decisions by committees, procedures well developed, slow to perceive & react to new change
Types of OC
Handy (1976)
Task Culture emphasis is on getting things done, bring together the right resources & right people & let them get on with it, team culture with minim hierarchy & people are evaluated on their ability to contribute to teams output, flexible & sensitive, not effective where routine & stability is needed, fun to work in
Person culture academic org, members do their own things, structure & control are minim, exist for the benefit of the member first
Types of OC
Interpersonal Interaction Model # Power Culture: Strong leaders are needed to distribute resources; leaders are firm, but fair & generous to loyal followers; if badly managed there is rule by fear, abuse of power for personal gain & political intrigue # Ach Culture: Rewards results not unproductive efforts; work teams are self directed; rules & structure serve the sys; sustaining energy & enthusiasm over time is challenge
Types of OC
Interpersonal Interaction Model
# Support Culture: Employee is valued as person & worker; employee harmony impt # Role Culture: Rule of law with clear responsibility & reward sys; provides stability, justice & efficiency; weakness is impersonal operating procedures & a stifling of creativity & innovation
Understanding Culture
1. Who sets the style & pace? What kind of Role Model are they? Do as we do or Do as we say? 2. What beh is rewarded, condemned or ignored? Is feedback constant, intermittent, at job completion, or never? Are improper or unethical practices are condoned through silence? 3. What info is shared? (needed vs. desired); Is upward info flow constrained ( do u really know)
Understanding Culture
4. How is superior perf encouraged? What type of perf appraisal is used? How are the best qualified people recruited? Is T&D is offered to everyone? 5. Are values backed up by time & money? 6. What is the relative importance of - Bottom line results? - Saving face? - Power building?
Constituents of OC
Determinants - Societal Culture - Shared learning from shared history - Leadership - Consistent Mgt. practices - Structural Stability Consequences - Performance - Behaviour Dimensions -Visual Artifacts - Values