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Organizational Culture

Organizational Culture. Karine Barzilai-Nahon Executive MSIM – Management of Information Organizations. Organizational Culture – One definition. A system of shared meaning held by members that distinguishes the organization from others.

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Organizational Culture

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  1. Organizational Culture Karine Barzilai-Nahon Executive MSIM – Management of Information Organizations

  2. Organizational Culture – One definition 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.

  3. 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.

  4. Organizational Culture • Subcultures: Cultures existing within parts of organizations rather than entirely throughout them. • Dominant Culture: The distinctive, overarching “personality” of an organization (usually shared by the majority of members) • Strong Culture: Many basic assumptions to more members… • Toxic Organizational Cultures: Organizational cultures in which people feel that they are not valued. • Healthy Organizational Cultures: Organizational cultures in which people feel they are valued.

  5. Core Organizational Values

  6. Functional Boundary-defining role Conveys a sense of identity Facilitates the generation of commitment Enhances social system stability Sense-making and control mechanism Dysfunctional Shared values donotagree with organization’s effectiveness Environment is dynamic Entrenched culture in rapidchange Hinders ability to respond to changes Effects ofOrganizational Culture

  7. 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. • Sociability: A dimension of the double S cube characterized by the degree of friendliness typically found among members of an organization. • Solidarity: 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.

  8. The Double S Cube

  9. Four Organizational Cultures • Networked Culture: this type of organizational culture is characterized by high levels of sociability and low levels of solidarity. • Mercenary Culture: this type of organizational culture is characterized by a low degree of sociability and a high degree of solidarity. • Fragmented Culture: this type of organizational culture is characterized by a low degree of sociability and a low degree of solidarity. • Communal 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.

  10. 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?

  11. Assessing Organizational Culture

  12. Transmitting Culture (Artifacts) • Symbols: Objects that say more than meets the eye - http://wintercounts.si.edu/ • Slogans: Phrases that capture organizational culture • Stories: “In the old days, we used to . . .” • Jargon: The special language that defines a culture • Ceremonies: Special events that commemorate corporate values • Statements of Principle: Defining culture in writing

  13. Famous Slogans

  14. Socialization Socialization • The process that helps new employees adapt to the organization’s culture. • The diversity paradox

  15. How Culture Changes • Composition of the workforce • Mergers and acquisitions • Planned organizational change • Responding to the environment and technology

  16. 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

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