Organizational Culture

Karine Barzilai-Nahon

Executive MSIM – Management of Information Organizations

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A system of shared meaning held

by members that distinguishes

the organization from others.

The system of shared meaning is

a set of key characteristics that

the organization values.

Organizational Culture – Organizational Culture –

One definitionOne definition

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Schein Model of Organizational Culture

Artifacts – The most visible level of the culture. Refers to its constructed physical and social environment.

Values – The normative facet – what “ought” to be (as opposed to what is).

Basic Assumptions – shared by members of the organization, that operate unconsciously, in a “taken-for-granted” fashion.

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Organizational Culture

SubculturesSubcultures: Cultures existing within parts of organizations rather than entirely throughout them.

Dominant CultureDominant Culture: The distinctive, overarching “personality” of an organization (usually shared by the majority of members)

Strong CultureStrong Culture: Many basic assumptions to more members…

Toxic Organizational CulturesToxic Organizational Cultures: Organizational cultures in which people feel that they are not valued.

Healthy Organizational CulturesHealthy Organizational Cultures: Organizational cultures in which people feel they are valued.

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Core Organizational Values

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Effects ofOrganizational Culture

FunctionalFunctionalBoundaryBoundary-defining roleConveys a sense of identityidentity

Facilitates the generation of commitmentcommitment

Enhances social system stabilitystability

Sense-making and controlcontrol mechanism

DysfunctionalDysfunctionalShared values dodo notnot

agreeagree with organization’s effectiveness

EnvironmentEnvironment is dynamicEntrenchedEntrenched culture in

rapidrapid changechangeHindersHinders ability to

respond to changes

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The Double S Cube

A system of categorizing four types of organizational culture by combining two dimensions – sociability and solidarity. Each of the four resulting cultural types can be both positive and negative in nature.

SociabilitySociability: A dimension of the double S cube characterized by the degree of friendliness typically found among members of an organization.

SolidaritySolidarity: A dimension of the double S cube characterized by the degree to which people in an organization share a common understanding of the tasks and goals about which they are working.

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The Double S Cube

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Four Organizational Cultures

Networked CultureNetworked Culture: this type of organizational culture is characterized by high levels of sociability and low levels of solidarity.

Mercenary CultureMercenary Culture: this type of organizational culture is characterized by a low degree of sociability and a high degree of solidarity.

Fragmented CultureFragmented Culture: this type of organizational culture is characterized by a low degree of sociability and a low degree of solidarity.

Communal CultureCommunal Culture: In the double S cube, this type of organizational culture is characterized by both a high degree of sociability and a high degree of solidarity.

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Sense of Community

Barzilai-Nahon (2006) Membership – the feeling of belonging to the

community Communal basis – shared norms, goals, needs, beliefs,

information Social Presence – the awareness of being together Emotional connection – bonds with other community

members Contribution to Communal Good Shared history Sense of boundaries – can we differentiate ourselves

from other collective groups?

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Assessing Organizational Culture

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Transmitting Culture (Artifacts)

SymbolsSymbols: Objects that say more than meets the eye - http://wintercounts.si.edu/

SlogansSlogans: Phrases that capture organizational cultureStoriesStories: “In the old days, we used to . . .”JargonJargon: The special language that defines a cultureCeremoniesCeremonies: Special events that commemorate corporate valuesStatements of PrincipleStatements of Principle: Defining culture in writing

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Famous Slogans

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Socialization

Socialization The process that helps new employees adapt to

the organization’s culture. The diversity paradox

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How Culture Changes

Composition of the workforce

Mergers and acquisitions

Planned organizational change

Responding to the environment and technology

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Dynamics of Change (Schein)

Unfreezing Enough disconfirming data/information Causing anxiety and/or guilt Enough psychological safety

Cognitive Restructuring Trial and error – inventing the wheel Imitation of role models

Refreezing