ORGANIZATIONAL CULTURE
Assumptions About External
Adaptation Issues
MSEL 532 – Designing Organizational Culture
Sonia M. Farace
Stephanie Armstrong
Jan 14th, 2013
C-13
Master of Science in Executive Leadership
1
Learning Objectives
1. Leaders as
entrepreneurs, are the
main architects of
culture
2. Culture once its
formed, it influences &
shapes Leadership.
3. If needed, Leadership
can & must speed up
culture change
C-13
Master of Science in Executive Leadership
2
THREE LEVELS OF CULTURE
• Conscious beliefs
• Ideologies
• Rationalization
3
C-13
Values & Attitudes
Leadership Style
Informal Groupings
Power & Politics
Non-confrontable
BASIC ASSUMPTIONS
• Unconscious, taken for
granted beliefs & Values
• Perceptions, Thoughts
& Feelings
INVISIBLE
Theories in Use
SPOUSED VALUES
2
Observed Behavior
(difficult to decipher)
VISIBLE
The way we say
we get things
done
(Informal)
1
• Language/Technology
• Emotional Displays
• Physical Structure
• Dress Code
Structures & Processes
(Formal)
ARTIFACTS
Non-debatable
Rules of behavior
Self-Esteem
The way we
really get
things done
Master of Science in Executive Leadership
3
The Process of Culture Formation
...for long term growth
1. Survival in adaptation
to the external
environment.
2. Integration of the
internal processes.
C-13
Master of Science in Executive Leadership
4
Basic Assumptions
Big or small, all
organizations have
external and internal
assumptions
C-13
Master of Science in Executive Leadership
5
Culture Formation
• Shared Experiences
• Leadership
• Common Learning
Group Growth &
Culture Formation
are the two sides
of the same coin
C-13
Master of Science in Executive Leadership
6
Problems of External Adaptation &
Survival
Mission & Strategy
Goals
Measurement
Correction
Means
C-13
Master of Science in Executive Leadership
7
Mission & Strategy
An organization survives
& grows when obtains a
shared understanding of
their reason they exist
F
U
T
V
U
R
I
S T R A T E G Y
I
I
O
M I S S I O N
N
C-13
Master of Science in Executive Leadership
8
Goals...consensus
ENGINEERING
EXECUTIVES
OPERATIONS
…of the three cultures
C-13
Master of Science in Executive Leadership
9
Means...to get things done!
SKILLS
RESOURCES
PROCESSS
SYSTEMS
C-13
Master of Science in Executive Leadership
10
Measurement
…improving performance
4.5
4.3
3.5
2.5
KPI #1
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KPI #2
Master of Science in Executive Leadership
KPI #3
Consensus on the
criteria to be used
in measuring the
performance of
current and
members
KPI #4
11
Error Detection &
Correction…
Reject the ones
that don’t work
Try many options…
Keep the ones
that do
C-13
Master of Science in Executive Leadership
12
Correction
…action to take if change in course
is needed
Consensus on repair strategies…
C-13
Master of Science in Executive Leadership
13
Conclusion
• Focus on the
External Problems
• Successful
management of
External Problems
will determine your
success
…Leadership and Culture are intertwined
C-13
Master of Science in Executive Leadership
14
"USD is founded and sustained by a belief in the essential goodness of creation, the worthiness of a lifelong commitment to
understanding and working on behalf of the human condition."
- President Mary E. Lyons