Climate & Culture

1. Climate & Culture

2. Climate & Culture – Agenda • What is climate & culture? • Climate vs Culture • Theory • Change • Communication • Group Dynamics • Self-Determination • Assessing Organizational Culture • Instrumentation • References

3. What is Climate & Culture? • Climate • Share perception among employees regarding their work group, unit, team, or organization (Fey & Beamish, 2001). • Influenced by how an organization treats its members. • Culture • “The way things get done around here” (Deal & Kennedy, 1982). • Philosophies, ideologies, concepts, ceremonies, rituals, values, and norms shared by members of the organization that help shape their behaviors (Connor & Lake, 1988; Kilman, Saxton, & Serpa, 1985b; Owens, 2004; Rousseau, 1990).

4. Climate Created at lower levels of the organization-the context in which action occurs. Perceptions of observable practices Environment characteristics More changeable More static Psychology Culture Created & communicated from higher level in the organization-the meaning intended by & inferred from the actions. Perceptions of underlying values Shared values developed over time Less easily changed More dynamic Sociology & anthropology Climate vs Culture (According to Fey & Beamish, 2001) “We can’t change the weather but we can control the climate.”

5. Change • People will change if they are motivated to do so, especially through rational arguments and attractive perks (Beck and Cowan, 2006). • Change must be orderly, constituent with principles and sanctioned by those ‘in authority’. • The members perception of the leaders support for change directly reflects in the members support for that change. • Leadership diversity training results in a positive change and culture and climate perception.

6. Attacks on the older order will not work, they will only trigger resistance (Beck & Cowan, 2006). For change to occur, determination, willingness and desire from the individual (I) and group (we) are needed. i.e. San Francisco‘s Delancy Street (Patterson, Grenny, & Maxfield, 2008) Change (continued)

7. Communication • Story-telling • Develops a common spirit/culture (Bolman & Deal, 2001; DeMeritt, 2005 ) • “Stories are an anchor to the past.” - Cohen • Myths anchor an organizations values, which define what an organization stands for (Bolman & Deal, 2003). • i.e. Southwest Airlines & eBay • Social Network • Creates culture which (Capra, 2002): • Involves multiple feedback loops through which values, beliefs, and rules of conduct are continually communicated, modified, and sustained.

8. Communication (continued) • Produces shared body of knowledge that shapes the culture’s distinctive way of life in addition to its values and beliefs. • The culture’s values and beliefs affect its body of knowledge. • Reinforces network closure by creating a boundary of meaning and expectations which equates to limited access of people and information into the system. • Ceremonies & Celebrations (Kouses & Pozner, 2002) • Builds healthier groups • Critical for organizational vitality • Must be personalized • Complaints arise if impersonal

9. Group Dynamics • In a survey of a large U.S. multinational company’s employees, Hofstede (1984) recognized four dimensions of group dynamics. • The four dimensions represent leadership positions, structure and values of each group in different parts of the world.

10. Power distance- A measure of power inequality between bosses and subordinates. Found in Mexico & Philippines. Uncertainty avoidance- Greece and Portugal uses structure, rules and specialists to maintain control in the workforce. 3.Individualism- In countries like U.S., Great Britain and Australia, the importance of the individual is emphasized over collective interest. 4.Masculinity-femininity- Males are the one’s holding high-level positions in countries like Japan, Austria, Italy and Venezuela. Males feel the pressure making it to the top while woman aren’t. Group Dynamics (continued) 4 Dimensions of Group Dynamics (Hofstede, 1984)

11. Self-Determination • Culture influences motivation, quality of performance, psychological and well-being of the members (Peachey, 2006). • The concepts of trust, collaboration, communication, and common interests are essential to creating an effective organization (Sajan, 2005). • Strengthening others requires that leaders provide a climate conducive to learning. A learning climate is one where individuals feel safe, trust the system and people within the system, and are involved (Kouzes & Posner, 2002) • To create a climate for growth and opportunity, one must believe in others. Seek to believe their unseen potential (Covey, 1991).

12. Self-determination (continued) • The more diverse an organizational culture the more adaptive the organization will function in an environment of change and innovation (Beheri, 2007;Unger, 2007). • i.e. Higher education system (Contreras, 2007) • The perception of the level of fairness, affiliation, managerial effectiveness, and positive-ness of the cultural leader directly correlates to the member’s intrinsic motivation and motivation (Cranmer, 2007; Jenkins, 2006). • i.e. Nurses study (Beheri, 2007), Bad mood = Bad business (Goleman et. al, 2002)

13. Assessing Organizational Culture There are many factors that define an organization’s culture. Each area can be assessed as high, moderate or low. • Degree of hierarchy; Structure, Value authority • Degree of Urgency; Push projects quickly, quality valued over efficiency • People/Task orientation; People over task, equal value, task over people • Assertiveness/courtesy dimensions; communication styles and patterns • Functional orientation; main focus of organization • Institutional “personality” issues; “feeling” of the organization • Values; what is really valued (Fyock & Brannick, 2002)

14. InstrumentationRules to follow when choosing an instrument for discovering climate and culture (Davis et. al, 2003). • Choose an instrument to meet the purpose; • Mixed methods are used to triangulate the data • Observation to describe artifacts • Questionnaire to determine values • Interviews to discover assumptions; • Form a common language • The terms climate and culture are metaphors that are ascribed different meanings for different people and organizations; • There are differences in the public face and private face of employees.

15. References • Beck, D., & Cowan, C. (2006). Spiral Dynamics: Mastering Values, Leadership, and Change. Malden, MA: Blackwell Publishing, Ltd. • Beheri, Wadea,(2007). Nursing diversity: The knowledge of cultural diversity and its impact on the interaction level within the nursing workforce. A dissertation presented to George Mason University AAT 3246919 • Bolman, L.G., & Deal, T.E. (2001). Leading with soul: An uncommon journey of spirit. San Francisco: Jossey-Bass. • Bolman, L.G., & Deal, T.E. (2003). Reframing organizations: Artistry, choice, and leadership (3rd ed.). San Francisco: Jossey-Bass. • Capra, F. (2002). The hidden connections: Integrating the biological, cognitive, and social dimensions of life into a science of sustainability. New York: Doubleday. • Connor, P. E., & Lake , L. K. (1988). Managing organizational change. New York : Praeger. • Contreras, C. (2007), Organizational structure and culture: Promising practices that lead to cultural and intellectual diversity, The University of Wisconsin- Madison ATT 3261466. • Covey, S. R. (1991). Principle-centered leadership. New York: Free Press. • Crammer, D. (2007). Autonomy and control in the workplace: Assessing managerial styles and employee perceptions of work climate, A dissertation presented to Capella University, AAT3258754.

16. References (continued) • Davis, H., Mannion, R., Martin, M. & Scott, T. (2003). The quantitative measurement of organizational culture in heath care: A review of the available instrument. Retrieved October 2007, from http://www.encyclopedia.com/doc/1G1-103731435.html • Deal T. E. and Kennedy, A. A. (1982) Corporate Cultures: The Rites and Rituals of Corporate Life, Harmondsworth, Penguin Books. • DeMeritt, E. (2005). An examination of the effect of organizational storytelling on the administrative climate of church-based schools as a model for leadership of nonprofit organizations, Dissertation for Capella University. AAT3164689. • Fey, Carl F. & Beamish, Paul W. (2001). Organizational climate similarity and performance: International joint ventures in Russia. Retrieved October 2007, from http://findarticles.com/p/articles/mi_m4339/is_5_22/ai_82493161/pg_2 • Fyock,C.,& Brannick,J, (2002) Assessing Organizational Culture. NetSpeed Books. • Goleman, D., Boytatzis, R., & McKee, A. (2002). Primal leadership: Realizing the power of emotional intelligence. Boston: Harvard Business School Press. • Hofstede, G. (1984). Culture’s Consequences: International Differences in Work-Related Values.Newbury Park, CA.: Sage. • Jenkins, D ( 2006). Examining the relationship between the satisfaction of basic psychological needs, employee well-being , and commitment. A dissertation presented to Carleton University 9Canada). AAT MR13615

17. References (continued) • Kilmann, R. H., Saxton, M. J., & Serpa, R. (1985a) Introduction: Five key issues in understanding and changing culture. In R. H. Kilman, M.J. Saxton, & R. Serpa (Eds)., Gaining control of the corporate culture (pp.1-16). San Francisco: Jossey-Bass. • Kouzes, J.M., & Posner, B.Z. (2002). The leadership challenge (3rd ed.). San Francisco: Jossey-Bass. • Owens, R. G. (2004). Organizational behavior in education: Adaptive leadership and school reform (8th ed.). Boston : Allyn & Bacon. • Patterson, K., Grenny, J., Maxfield, D. (2008). Influencer: The power to change anything. New York: McGraw-Hill. • Peachey, T (2006). An examination of the effects of culture, climate, structural, and technological factors on knowledge management effectiveness, Att 324593 • Rousseau, D. M. (1990). Assessing organizational culture: The case for multiple methods. In B. Schneider (Ed.), Organizational climate and culture (pp.153 - 192). San Francisco : Jossey-Bass. • Sajan, J (2005), Morale I Everyone’s responsibility, a dissertation presented to Royal Roads University( Canada). AAT MR 17573. • Unger, S (2007). Butterflies and chaos: Exploring the symbiotic relationship between vendors and clients at the edge of chaos. A Disorientation presented to Royal Roads University (Canada). AAT MR23652