Assessing Organizational Culture:
Moving Towards Organizational Change and Renewal
Carol Shepstone
Lyn Currie
Head, Access Services
Head, Education Library
Presentation Outline


Why assess organizational culture
The U of S Library case study




Our methodology
Our results
Conclusions from case study
Moving from assessment to change
management
Why assess organizational culture?
 Defining organizational culture
…a collective understanding, a shared and integrated set or
perceptions, memories, values and attitudes that have been
learned over time and which determine the expectations of
behavior that are taught to new members in their socialization
into the organization.
 Impact of
culture
Culture gives identity, provides collective commitment, builds
social system stability and allows people to make sense of the
organization (Sannwald, 2000)
 Understanding culture for organizational change
Context for our research

Search for a Dean of the Library



Socialization of new librarians




Leadership needs
Current organizational culture of the library
Appointment of 15 “new” librarians
Impact of organizational culture on work of librarians
Facilitating effective work performance and success
Transformation of the U of S Library


Revised standards for tenure and promotion
Strategic planning
Applying the Competing Values Framework
 Provides:



Theoretical framework for understanding culture
Organizational Culture Assessment Instrument (OCAI)
- a validated instrument for diagnosing culture
Systematic strategy for changing culture
 Advantages:




Easy to apply and easy to understand
Graphic representation of dominant cultures
Identifies subcultures
Provides benchmark – comparable data
Cameron, Kim S. and Robert Quinn. Diagnosing and Changing Organizational Culture: Based on the Competing Values
Framework. Rev. Ed. Jossey-Bass Business & Management Series. Jossey-Bass: San Francisco, 2006.
U of S Case Study
1. Questionnaire




Demographic data
Plotting the current organizational culture
profile
Plotting the preferred organizational culture
Assessing workplace factors that support or
impede performance
2. Structured interviews with all pretenured librarians
Organizational Culture Assessment Instrument
(OCAI)
2.1 Dominant Characteristics (Divide 100 points)
A. ____________Library A is a very personal place. It is like an
extended family. People seem to share a lot of themselves.
B. ____________Library B is a very dynamic and entrepreneurial
place. People are willing to stick their necks out and take risks.
C. ____________Library C is a very formalized and structured place.
Policies and procedures generally govern what people do.
D._____________Library D is very competitive in orientation. A major
concern is with getting the job done. People are very production
oriented.
Our Results
Our results


Challenges in working with a small population
24 of 36 librarians responded – 67% response rate



12 of 13 pretenured librarians
12 of 23 tenured librarians
8 of 13 pretenured librarians interviewed
Current organizational profile
Preferred organizational culture
The Existence of Subcultures
current
preferred
Cultural congruence
 Cultural attributes on the OCAI:






dominant organizational characteristics
Library leadership
management of employees
organizational glue (what holds the library together)
strategic emphasis
criteria of success
Conclusions from case study
Moving from assessment to change management
 Value of
assessing organizational culture
 Systematically managing culture change

6 step process (Cameron & Quinn)
 Implementing change at the U of
S
Questions ?
lyn.currie@usask.ca
carol.shepstone@usask.ca
Mapping leadership change at the U of S
Clan
Value human resources
More guidance and direction
Feedback and support
Recognition
Skilled management/supervision
Orientation and mentorship
Respect and trust
Leaders: facilitators / mentors
Hierarchy
Clear decision making
Leaders: organizers / coordinators
Adhocracy
Value autonomy
Leadership by example
Clear research expectations
Transparency in decisions and roles
Innovation and creativity expectations
Professional discourse
Leaders: innovators / visionaries
Market
Leaders: hard drivers / competitors