Organizational Culture

In its simplest and most popular form, Organizational Culture can be defined as how
things are done around here 1 . A more detailed definition according Schein (1992),
2Organizational Culture can be viewed as the unique pattern of shared values,
attitudes, rituals, beliefs, norms, expectations, socialization and assumptions of
employees in the organization 2. Schein suggests a view of organizational culture based
three fundamental levels of culture: (1) Artefacts (2) Values and (3) Basic underlying
assumptions.

Taking into consideration Scheins view of organizational culture, one can interpret the
culture of the organization I am employed with as very Health Safety Security and
Environment (HSSE) oriented. HSSE is embedded in the energy industry and by
extension one of the worlds leading Natural Gas Company; BG Group Ltd. From the
point of entry into the Organization i.e. the Reception area; plastered on the walls of
the company are HSSE artefacts, a signed Company HSSE Message in addition to HSSE
Practices known throughout the organization as Lifesavers 3. These Lifesavers are
branded as follows: Safe Systems of work, Armed and violent crime, Confined space
entry, Driving, Electrical safety, Excavation, Hydrogen Sulphide, Lifting operations and
Working at height.

Other symbols and rituals of safety include practices such as all meetings begins with a
safety message i.e. a safety related topic that can impact not only companies within the
industry but also individuals. Pinned to employees desk are their Personal HSSE
Commitments done yearly and the sustainability of the organization takes into account
HSSE4 . There are also occasional safety stand-down, monthly department HSSE
meetings and resources in control of HSSE i.e. an HSSE department.

As cited in Mullins explanation of Scheins levels of culture, Value and beliefs become
part of the conceptual process by which group member justify actions and behaviors.
Embedded in BG are Behavior Based Safety (BBS) Observation process represented by
metric cards for employee usage. In addition to safety views and goals espoused in
business plans and strategies

The Basic underlying assumption can be juxtaposed to the informal aspect of the
Cultural Iceberg 5 , the part of the organization which is implicit. This is a reflection of
employees behavior, thought process and perception. A reflection of a change in my
behavior in relation to Safety. For instance, a recent trip to a foreign country whereby I
was awaiting public transport and noticed men working on a height. My observation was
the lack of proper safety equipment such as safety harness or fall arrestors as well as
signage of working being conducted. Immediately I thought of intervening and advising
the workers of proper HSSE practices devised by the BG Lifesavers, I also discussed
these thoughts with the persons within my company. This personal experience was
evidence of how the safety culture of BG was now embedded in my thoughts and
behavior.
6
Louis V. Gerstner, Jr former CEO of IBM said culture isn't just one aspect of the game; it is
the game This statement shows the importance of culture to organizations and implies the
significance behind changes to corporate cultures. 7Before Steve Jobs turnaround Apple with
its products, he started with the culture through his Think Different movement inside the
company. These CEOs understood the dynamics of changing a Corporate Culture although
implemented different strategies or ways, each with a unique and distinctive style.

In light of my work experience and knowledge base, Organizational Culture can be changed
by, but not limited to, the following methods:

i. Linking the desired culture to the companys reward and appraisal system.
For instance, if a company wants to foster Safety this can be done by
implementing monthly HSSE recognition at staff events, tokens of
appreciation for safety contribution as well as HSSE targets as a Key
Performance Indicator for end of year appraisals.
ii. Lead by example. Making safety a subconscious part of the organization
i.e. senior and middle managers portraying safe behaviors then
transcends to employees acting in unison.
iii. Culture driven through recruitment...We want more like us. This is done
by probing safety related questions during the interview processes. A
notion of employing individuals with the organizations same values and
ideals.
iv. Getting employees involved with the cultural change. For example, setting
up subcommittees formed by employees from separate
departments/functions to be a part of the change.
v. Provide Training to employees. This can be done at the start of
employment with periodic refreshers throughout employment.
vi. Change in the Organizational Structure to be aligned with the desired
culture.
vii. Change the stories 8 . Create story-worthy things that represent the culture
for persons to tell the story. For instance, relaying stories about
International Safety awards, renowned safety procedure or playing a role
in the implementation of a regional or international HSSE policy, an
example of this is BG Trinidad & Tobago role in the STOW policy in
Trinidad & Tobago Energy Industry.
viii. Replace old culture with new culture. This can be done by visibly or
subtly. Visible implementation can be done by change in posters, company
website, branding, signage, vision and mission statements, corporate
image and all-staff meetings to discuss new culture. An organizations
subtle approach to this change can be done through periodic change in
employees to remove the old employees and their behaviors or gradual
change in company meetings and managers behaviors.

Conclusively, 9 culture impacts most aspects of organizational life, such as how decisions
are made, who makes them, how rewards are distributed, who is promoted, how people
are treated, how the organization responds to its environment and so on. Culture is
developed through what employees believe and what visitors see. The HSSE culture of
BG Group stems from the industry it operates in but also by the bel ief the
organizational holds that its sustainability and success relies on a safe working
environment and practices for its employs, contractors and stakeholders.

Notwithstanding, all this a companys change in strategy and goals may necessitate a
change in the corporate culture. As with all other changes this change must be
embraced by the employees i.e. they must share the vision; and the comprehensive
plan adopted for its successful attainment. This can be as indirect as a change in
signage or as direct as a change in personnel.

References

1. Laurie J. Mullins. Management and Organisational Behaviour 8 th Edition (2007).

2. Ed Schein. Organizational Culture and Leadership 2 nd Edition (1992)
3. http://www.bg-group.com/stepforward/assets/files/cms/BG-
LifeSavers_booklet_v2010.pdf
4. http://www.bg-group.com/index.asp?pageid=52
5. Edward T. Hall. Beyond Culture (1976)
6. Louis V. Gerstner, Jr. Who says Elephants Cant Dance (2002)
7. Scott Goodson. How do you Change your Companys Culture? Spark a Movement
(Forbes, 2012)
8. Peter Bregman. A Good Way to Change a Corporate Culture (Forbes, 2009)
9. Harrison, R. and Stokes, H. Diagnosing Organizational Culture, (1992)