Organizational Culture

• Organizational Culture

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Industrial and organizational psychology - Organizational culture

1 Organizational culture



1 There are three levels of organizational culture: artifacts,

shared values, and basic beliefs and assumptions



1 In addition to an overall culture, organizations also have subcultures.

Examples of subcultures include corporate culture, departmental culture, local culture, and issue-related culture. While there is no

single "type" of organizational culture, some researchers have developed models to describe

different organizational cultures.https://store.theartofservice.com/the-organizational-culture-toolkit.html


1 Organizational culture has been shown to have an impact on

important organizational outcomes such as performance, attraction, recruitment, retention, employee satisfaction, and employee well-

being. Also, organizations with an adaptive culture tend to perform better than organizations with an

unadaptive culture.https://store.theartofservice.com/the-organizational-culture-toolkit.html

Organization studies - Organizational Culture

1 There are two broad approaches of organizational

culture.



1 Edgar Schein developed a model for understanding organizational culture

and identified three levels of organizational culture:



1 Typologies of organizational culture identified specific organisational culture

and related these cultures to performanceKotter, John and Heskett, James L. (1992) Corporate Culture and

Performance, Free Press; ISBN 0-02-918467-3 or effectivenessDenison,

Daniel R. (1990) Corporate culture and organizational effectiveness, Wiley. of the

organization.


Organizational culture

1 Organizational culture affects the way people and groups interact with

each other, with clients, and with stakeholders.


Organizational culture

1 The organizational culture may also have negative and positive

aspects.


Organizational culture - Usage

1 Organizational culture refers to culture in any type of organization be

it school, university, not-for-profit groups, government agencies or

business entities. In business, terms such as 'corporate culture' and

'company culture' are sometimes used to refer to a similar concept,.


Organizational culture - As a part of organization

1 When one views organizational culture as a variable, one takes on

the perspective that culture is something possessed by an

organization


Organizational culture - Types

1 Several methods have been used to classify organizational culture. While

there is no single type of organizational culture and organizational cultures vary

widely from one organization to the next, commonalities do exist and some

researchers have developed models to describe different indicators of

organizational cultures. Some are described below:


Organizational culture - O'Reilly, Chatman, and Caldwell

1 The model is also suited to measure how organizational culture effects organizational performance, as it measures most efficient persons

suited in an organization and as such organization's can be termed as good

organizational culture.



1 2 This is done through instrument like Organizational Culture Profile

(OCP) to measure employee commitment.



1 Daniel Denison’s model (1990) asserts that organizational culture can be described by four general

dimensions – Mission, Adaptability, Involvement and Consistency. Each

of these general dimensions is further described by the following

three sub-dimensions:


Organizational culture - Deal and Kennedy

1 Deal and Kennedy (1982) defined organizational culture as the way things get

done around here.


Organizational culture - Edgar Schein

1 According to Edgar Schein|Schein (1992), culture is the most difficult organizational

attribute to change, outlasting organizational products, services,

founders and leadership and all other physical attributes of the organization.

His organizational model illuminates culture from the standpoint of the

observation|observer, described by three cognitive levels of organizational culture.



1 Artifacts comprise the physical components of the organization that

relay cultural meaning. Daniel R. Denison|Daniel Denison (1990)

describes artifacts as the tangible aspects of culture shared by

members of an organization. Verbal, behavioral and physical artifacts are

the surface manifestations of organizational culture.



1 Surveys and casual interviews with organizational members cannot draw

out these attributes—rather much more in-depth means is required to

first identify then understand organizational culture at this level



1 Merely understanding culture at the deepest level may be insufficient to

institute cultural change because the dynamics of interpersonal relationships (often under

threatening conditions) are added to the dynamics of organizational

culture while attempts are made to institute desired change.


Organizational culture - Factors and elements

1 Gerry Johnson (1988) described a cultural web, identifying a number of

elements that can be used to describe or influence organizational

culture:



1 External adaptation reflects an evolutionary approach to

organizational culture and suggests that cultures develop and persist

because they help an organization to survive and flourish



1 Organizational culture is shaped by multiple factors, including the following:


Organizational culture - Communicative Indicators

1 There are many different types of communication that contribute in

creating an organizational culture:Islam, Gazi and Zyphur,

Michael. (2009). Rituals in organizatinios: A review and

expansion of current theory. Group Organization Management. (34),

1140139.


Organizational culture - Communicative Indicators

1 *Rites and ceremonies combine stories, metaphors, and symbols into one. Several different kinds of rites that affect organizational culture:


Organizational culture - Schemata

1 Stanley G. Harris (1994) argues that five categories of in-organization

schemata are necessary for organizational culture:


Organizational culture - Schemata

1 Organizational culture is created when the schematas (schematic

structures) of differing individuals across and within an organization

come to resemble each other (when any one person's schemata come to resemble another person's schemata

because of mutual organizational involvement), primarily done through

organizational communication, as individuals directly or indirectly share

knowledge and meanings.


Organizational culture - Healthy organizational cultures

1 Organizations should strive for what is considered a healthy

organizational culture in order to increase productivity, growth,

efficiency and reduce counterproductive behavior and

turnover of employees. A variety of characteristics describe a healthy

culture, including:


Organizational culture - Healthy organizational cultures

1 Additionally, performance oriented cultures have been shown to possess statistically better

financial growth. Such cultures possess high employee involvement, strong internal

communications and an acceptance and encouragement of a healthy level of risk-taking

in order to achieve innovation. Additionally, organizational cultures that explicitly emphasize factors related to the demands placed on them

by industry technology and growth will be better performers in their industries.


Organizational culture - Charles Handy

1 Charles Handy (1976), popularized Roger Harrison (1972) with linking

organizational structure to organizational culture. The described

four types of culture are:Enrique Ruiz, [http://books.google.bg/books?id=VZ_uPnC6kTIClpg=PP1hl=bgpg=

PP1#v=onepageqf=false Discriminate Or Diversify],

PositivePsyche.Biz Corp, 2009https://store.theartofservice.com/the-organizational-culture-toolkit.html

Organizational culture - Kim Cameron and Robert Quinn

1 Kim S. Cameron|Kim Cameron and Robert Quinn (1999) made a research on organizational

effectiveness and success. Based on the Competing Values Framework, they developed the Organizational

Culture Assessment Instrument that distinguishes four culture types.



1 Cameron Quinn designated six key aspects that will form organizational culture which can be assessed in the Organizational Culture Assessment Instrument (OCAI) thus producing a

mix of the four archetypes of culture. Each organization or team will have

its unique mix of culture types.



1 By assessing the current organizational culture as well as the

preferred situation, the gap and direction to change can be made visible as a first step to changing

organizational culture.


Organizational culture - Robert A. Cooke

1 Robert A. Cooke defines culture as the behaviors that members believe

are required to fit in and meet expectations within their

organization. The Organizational Culture Inventory measures twelve behavioral norms that are grouped into three general types of cultures:


Organizational culture - Entrepreneurial organizational culture

1 An Entrepreneurial Organizational Culture (EOC) is a system of shared

values, beliefs and norms of members of an organization,

including valuing creativity and tolerance of creative people,

believing that innovating and seizing market opportunities are appropriate behaviors to deal with problems of

survival and prosperity, environmental uncertainty, and

competitors' threats, and expecting organizational members to behave

accordingly.


Organizational culture - Tribal culture

1 David Logan and coauthors have proposed in their book Tribal

Leadership that organizational cultures change in stages, based on

an analysis of human groups and tribal cultures. They identify five

basic stages:


Organizational culture - Tribal culture

1 This model of organizational culture provides a map and context for

leading an organization through the five stages.


Organizational culture - Personal and organizational culture

1 Organizational culture is taught to the person as culture is taught by his/her parents thus changing and

modeling his/her personal culture.Cindy Gordon,

[http://www.camagazine.com/archives/print-edition/2008/january-

february/regulars/camagazine5413.aspx Cashing in on

corporate culture], CA magazine, January–February 2008 Indeed

employees and people applying for a job are advised to match their

personality to a company’s culture and fit to

it.[http://www.careerrocketeer.com/2009/07/personality-and-corporate-

culture.html Personality and Corporate Culture: Where’s a Person to Fit?], Career Rocketeer, July 11,

2009 Some researchers even suggested and have made case studies research on personality

changing.Christophe Lejeune, Alain Vas,

[http://www.alba.edu.gr/sites/pros/Papers/PROS-073.pdf Comparing the

processes of identity change: A multiple-case study approach],


Organizational culture - Impacts

1 Research suggests that numerous outcomes have been associated either directly or indirectly with

organizational culture. A healthy and robust organizational culture

may provide various benefits, including the following:



1 The sustained superior performance of firms like IBM, Hewlett-Packard, Procter Gamble, and McDonald's

may be, at least partly, a reflection of their organizational cultures.



1 Denison, Haaland, and Goelzer (2004) found that culture contributes

to the success of the organization, but not all dimensions contribute the same. It was found that the impacts of these dimensions differ by global

regions, which suggests that organizational culture is impacted by national culture. Additionally, Clarke (2006) found that a safety climate is related to an organization’s safety

record.



1 Organizational culture is reflected in the way people perform tasks, set

objectives, and administer the necessary resources to achieve

objectives. Culture affects the way individuals make decisions, feel, and act in response to the opportunities

and threats affecting the organization.



1 It has been proposed that organizational culture may impact

the level of employee creativity, the strength of employee motivation,

and the reporting of unethical behavior, but more research is

needed to support these conclusions.



1 Organizational culture also has an impact on recruitment and retention. Individuals tend to be attracted to and remain engaged in

organizations that they perceive to be compatible. Additionally, high turnover may

be a mediating factor in the relationship between culture and organizational

performance. Deteriorating company performance and an unhealthy work

environment are signs of an overdue cultural assessment.


Organizational culture - Change

1 When an organization does not possess a healthy culture or requires some kind of organizational culture change, the change process can be

daunting



1 There are a number of methodologies specifically dedicated to organizational culture change such

as Peter Senge’s Fifth Discipline. These are also a variety of

psychological approaches that have been developed into a system for

specific outcomes such as the Fifth Discipline’s learning organization or

Directive Communication’s corporate culture evolution. Ideas and

strategies, on the other hand, seem to vary according to particular influences that affect culture.



1 Prior to a cultural change initiative, a needs assessment is needed to

identify and understand the current organizational culture. This can be done through employee surveys,

interviews, focus groups, observation, customer surveys where

appropriate, and other internal research, to further identify areas

that require change. The company must then assess and clearly identify

the new, desired culture, and then design a change process.



1 Besides institutionalization, deification is another process that

tends to occur in strongly developed organizational cultures


Organizational culture - Mergers, organizational culture, and cultural leadership

1 One of the biggest obstacles in the way of the merging of two

organizations is organizational culture. Each organization has its

own unique culture and most often, when brought together, these

cultures clash. When mergers fail employees point to issues such as identity, communication problems,

human resources problems, ego clashes, and inter-group conflicts, which all fall under the category of

cultural differences.


Organizational culture - Corporate subcultures

1 Roger Harrison's four-culture typology, and adapted by Charles

Handy, suggests that unlike organizational culture, corporate

culture can be 'imported'


Organizational culture - Critical views

1 Parker (2000) has suggested that many of the assumptions of those

putting forward theories of organizational culture are not new


Organizational culture - Critical views

1 Organizations are the product of organizational culture, we are

unaware of how it shapes behavior and interaction (also recognized

through Scheins (2002) underlying assumptions) and so how can we

categorize it and define what it is?


Onboarding - Knowledge of organizational culture

1 Overall, knowledge of organizational culture has been linked to increased satisfaction and commitment, as well

as decreased turnover.Klein, H


Organizational safety - Organizational Culture and Climate

1 More basic, organizational culture has been described as the specific collection of values and norms that are shared by people and groups in an organization and that control the way they interact with each other and with Stakeholder (corporate)|

stakeholders outside the organization.Charles W


Organisation climate - Organizational culture

1 Organizational culture tends to be shared by all or most members of

some social group; is something that older members usually try to pass on

to younger members; shapes behavior and structures perceptions

of the world. Cultures are often studied and understood at a national

level, such as the United States|American or French people|French

culture. https://store.theartofservice.com/the-organizational-culture-toolkit.html

Edgar Schein - Schein's organizational culture model

1 Schein's model of organizational culture originated in the 1980s.

Schein (2004) identifies three distinct levels in organizational cultures:


Edgar Schein - Schein's organizational culture model

1 Schein's Model of Organizational Culture.


Animal culture - Organizational culture

1 Toward a Theory of Organizational Culture and

Effectiveness


Innovation leadership - Innovative Organizational Culture/Climate

1 Organizational culture and transformational leadership as predictors of business unit

performance


Innovation leadership - Innovative Organizational Culture/Climate

1 Organizational culture refers to the deep structure, the normative beliefs, and shared

behavioral expectations in an organization. This culture is fairly constant and can have an

influence on the interorganizational relations that occur. Climate refers to the way that

individuals perceive the extent to which the organizational culture impacts them. The two

essentially are interrelated. One proposed model for assessing a creative environment in

organizations includes the following dimensions:


Organisational theory - Organizational culture

1 Edgar Schein developed a model for understanding organizational culture

and identified three levels of organizational culture:


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Organizational Culture