MGMT591
(Leadership and Organizational Behavior)
Week 6
Threaded Discussions 1
(Organizational Culture Inventory)
Organizational Culture Inventory (graded)
Using the OCI instrument online, and the cultural change background information on Conglomerate, Inc.
provided in Doc Sharing, we will be identifying and prioritizing cultural attributes and also identifying areas
for change. (Note: The Cultural Change Situation can be downloaded from Doc Sharing.)


Review Profiles 1a (workforce results) and 1b (senior leadership team’s ideal state) closely.
o Identify and describe the cultural aspects that management cites as important and
contrast them to the cultural attributes that employees report as being expected. How do
employees believe they are expected to act to “fit in?”
o What are the most significant gaps between management and staff?
o What observations can you make on the differences between Conglomerate Inc.’s
preferred culture and “ideal” culture presented by HSI?
Once we’ve identified and discussed the gaps, I’ll cue everyone to move onto the review of the
suggested change initiatives and onto observations around your own OCI results.
Respond
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Response
OCI Profiles
Author
Lucy Zubek
Date/Time*
10/7/2012 5:17:10 PM
Identify and describe the cultural aspects that management cites as important and contrast them to the cultural attributes that
employees report as being expected. How do employees believe they are expected to act to “fit in?”
The management team claims that they value a cooperative and constructive culture. According to the results of the survey
conducted by the consultant, the management team advocates for the following cultural styles: humanistic/encouraging,
affiliative, and achievement. On the other hand, the employees perceive the organization’s culture to be of the following styles:
avoidance, oppositional, and perfectionist.
With these perceptions, the employees believe and fear that while their successes will not be rewarded, their mistakes will be
punished and as such, they try to avoid initiating any actions or taking any chances. Instead, they pass on responsibilities in order
to avoid being blamed. They believe that they are expected to be perfect, persistent, and hardworking. They also believe that
negativism is rewarded and as such, that they are expected to be critical of the ideas of others.
What are the most significant gaps between management and staff?
The most significant gaps are in the management’s and staff’s perceptions of the organization’s culture and the behaviors
encouraged within the organization. There's a gap between the type of culture and the expected behaviors that management
believes they are promoting and communicating to the employees and the type of culture and behaviors that the employees
understand as being encouraged. It should also be noted that this gap is caused by a contradiction between the types of behaviors
management believes they are encouraging versus the type of behaviors that they actually reward.
What observations can you make on the differences between Conglomerate Inc.’s preferred culture and “ideal” culture presented
by HSI?
The ideal culture described by management is opposite to the culture perceived by the employees. While management wishes to
promote cooperative and constructive behaviors, the employees believe that management encourages individualism, perfectionism,
and negativism, which prevent them from working effectively with each other. The punishments imposed by management for
mistakes also prevent the employees from being proactive in the workplace.
Respond
Edit
OCI analysis
Theresa Gjika
10/7/2012 6:08:27 PM
- In general the management would like to see constructive styles such as achievement, self-actualizing, humanistic and affiliative. This
varies vastly from what the employees think is expected. If fact the two are charts are almost complete opposites. Employees on the other
hand think they are supposed to more of the aggressive traits such as perfectionistic, competitive and oppositional.
-The largest gaps appear in the humanistic/encouraging areas and affiliative areas. This gap is likely at the core of the breakdown. Given
that managers expect these two areas to be the priority and the employees rated it so low tells me that even though managers expect this
they are not creating a culture that supports it.
-The observations are, as stated earlier, that the ideal culture and the actual culture as rated by the employees are opposite. What the
executives would like to see and think they are supporting is being lost somewhere in culture. The employees think that executives would
rather see perfection, individuality and competiveness.
Respond
RE: OCI
analysis
John Ruggles
10/11/2012 10:06:37 AM
I agree with you. There is definatelya disconnect between management and the employees. To me, OCI is like an extension of LSI, so
to put it in those terms, it is like a person who wants to be great and righteous but only talks the talk and doesn't walk the walk. I often
find this trait in a good friend of mine. His actions are not consistent with his words. He has been divorced 3 times and he wants to be a
good husband. He has been to counseling and knows what to do, but he just can't seem to incorporate the vision for himself into his
everyday life. Like people themselves, if a company doesn't have balance and relative harmony within, then it will be a constant struggle
to meet goals and obtain that self-actualizing / humanistics culture.
Respond
Profile comparision
Thomas Schultz
10/8/2012 9:14:47 AM
Management's ideal culture, as indicated by their OCI results, is constructive. The constructive style includes achievement,
self-actualizing, humanistic-encouraging, and affiliative. Employees indicated, via their OCI results, that the current culture is reflective of
a mixture between aggressive/defensive and passive/defensive. Avoidance received the highest score and is included in the
passive/defensive style. The next highest scores, oppositional and perfectionistic, were tied for second and both are categorized under
the aggressive/defensive style. The constructive style received the lowest scores among the three styles. Employees are expected to
"fit in" by taking few chances and waiting for others to act (avoidance), point out flaws in others and not be easily impressed (oppositional),
and keep track of everything and ensure that imperfections don't exist (perfectionistic). Constructive style scores highlight the most
significant gap between management and the employee workforce.
The typical ideal percentile scores, as indicated by HSI, place an emphasis on the constructive style. High scores in this area are ideal
not only to HSI, but also Conglomerate, Inc. There appears to be a disconnect between management's ideal culture and what employees
view as the current culture.
Respond
OCI Results
Marco Arredondo
10/8/2012 3:39:48 PM
The culture style that executives cite as important is the affiliative style. The affiliative style is
described as a culture that values relationships. This style also builds on these relationships
because these will motivate people do well. This contrasts the style that the employees cite.
The current culture of culture of Conglomerate Inc., is passive/defensive style. Within this
style, avoidance is the one that has the highest percentile for the employees. When it comes
to avoidance, employees believe that the culture that permeates in the company is that of
shying away from problems. Employees do not feel that relationships are important at the
company because they feel that they need to protect themselves because the company will
take advantage of them. A lack of innovation and fear of failure is very evident.
The biggest gap that management and staff have is that management feels that employees
feel good about their job. Management feels that people are motivated to do well, without the
feel of failure. Management thinks that employees feel that they are appreciated, but rather it
is the other way around.
The biggest observation that I see is that the highest percentiles that were listed on
management, were the lowest in the employees. The highest percentiles listed in the
employees, were the lowest in management. There is a huge gap in between. It is very evident
that management and employees are not on the same page. Until they are on the same page
and are open to change the cultural, they will remain not profitable and probably go out of
business.
Respond
Leadership,
Organizational Culture
and Change
Robinson Sanchez
10/8/2012 5:25:02 PM
Identify and describe the cultural aspects that management cites as important and contrast them to the cultural
attributes that employees report as being expected. How do employees believe they are expected to act to “fit in?
There are many different personal approaches to dealing with conflict. Gender, personality type and family of origin
are just a few factors that shape one’s personal style and preference. Another important factor is one’s ethnic, cultural
heritage. It is no surprise that different cultures understand and deal with conflict in very different ways. But like many
aspects of culture, these differences of approach are usually not visible to the eye. by understanding and
acknowledging that employees today want a say in how the organization is being run. Their input can be extremely
powerful, especially if they know and understand how the organization operates.
What are the most significant gaps between management and staff? Labor should also participate and show that
they support the collaborative approach through their involvement in workshops, planning sessions and other
activities.
Respond
Everyone - What
is the OCI?
Professor Carr
10/8/2012 10:29:16 PM
The OCI is very similar to the LSI which you did earlier in the session, except rather than analyzing yourself as you did with the LSI,
you are now analyzing an organization. It's that easy.
Simply run through the exercise and have fun with it - don't be apprehensive - as with the LSI there are no wrong answers!
Also, this time there is no paper due. I'm not going to hear any complaints about that, am I? :)
Thanks,
Michael
646.373.7040
Respond
RE: Everyone What is the
OCI?
Laurielle Lemon
10/12/2012 9:19:12 PM
After completing the OCI I was reminded as to what is wrong with my profession. I was not in any way surprised by the results. We,
teachers are now told Consistency as opposed to differentiation when it comes to instruction. My District frowns upon the concept of
thinking outside of the box, and the OSI results mirrored that belief. My District appeared to be Perfectionist with Conventional tendencies.
And I fear if they don't move away from that strategy education will take another devastating blow. We are given a pacing guide with strict
instructions on enforcing it. We are even given Benchmark test that ensure that we are maintaining the pace. While I agree that
guidelines need to be in place I do not think that the Perfectionist, Conventional technique is good for everyone. Everyone doesn't learn
at the same pace.
Respond
RE: Everyone What is the
OCI?
Connie Bravo
10/10/2012 8:48:52 PM
Honestly, I didn’t like the OSI exercise. It reminded me of why I don’t like my current job and why I really miss being an entrepreneur.
I read the questions, and wanted to answer with my instinct, and what I thought was best for a company. I had to read the question
“To what extent are people expected or implicitly required to...” over and over again, just to remind myself that it wasn’t about me but my
current employer. Given any other job that I have had, my answers would be significantly different. I felt, almost even, ashamed or
embarrassed admitting what my working environment is (people selling the service, but us not having the tools or support needed to
provide that service, or even the respect to have the opportunity to point it out).
Seeing as how I work for a VERY small company (we just hired 2 full time employees, taking us to 3 and 1 part time employee), I would
do everything different. Instead of changing everything on a whim, I would do detailed research (instead of wasting time implementing
new ideas just because they were new). I would sacrifice and make the part time employee (who is the highest paid, but most experienced
and expert in his field), a full time employee – having him work only 2 days a week is doing nothing but building more complaints because
of delay in response times (and the “savings” isn’t worth it). I would also set a definite price structure (supported by market research and
customer feedback) as opposed to the random changes that currently happen, which are difficult to track and to communicate to the
commission based sales force.
Respond
RE: Everyone What is the
Kathrine McClendon
OCI?
10/12/2012 8:33:12 PM
Connie – I didn’t like the OCI exercise either. I too had to remind myself it was about how my current organization
is not how I think an organization should be. It stirred disenchantment with my organizational structure. The top
managers either do not know how unhappy the employees are or they just don’t care. We do not have a high
employee turnover rate we just have unhappy employees that stick around until retirement!
Respond
RE: Everyone
- What is the
Patricia Marquez
10/12/2012 9:09:19 PM
OCI?
Wow, Kathrine and Connie, after reading your post I feel like I am not alone. I feel the same way about my organization and I try not to
when I was answering the OCI ratings. I guess you can say I was not very surprised at all about the results because I knew it was not
going to be good. I feel like in my particular department, those employees who do linger around for years have given a sour feel to new
people who come in fresh and want to learn! The sour feeling does rub off fast and I have to admit that I have seen new people get hired
and leave within that same week! This should have given the director a heads up, but to this day there has been NO changes.
Respond
RE:
Everyone What is the
OCI?
Paul Anderson
10/13/2012 4:13:55 AM
None of you are alone in not liking the OCI exercise. I didn't like it either. I started doing it from a store level
employee standpoint, but then wonder if I should have done it from a manager or general manager standpoint as
I have been all of the above. I wish it had made me clarify my position in the beginning. Some of the scores are so
low it is pitiful. For instance in Humanistic-Encouraging, my company scored 18%. Achievement and self-actualizing
17 and 11% respectively. Perfectionist and dependent 74 and 80% respectively. As you can see it not really a
breeding ground for anyone to grow, develop, or want to be. They expect everything to always be perfect or no mistake
Development or self-actualizing is basically nonexistent. We are very dependent and have little to no
opportunity to use any type of creative skills. I must admit though that the job is pretty much an assembly line, but
no one receives enjoyment or fulfillment from it except for the communications we share among one another, which
has at times been discouraged. We just receive long hours, very little appreciation, no decision making ability
(we are very dependent).
Respond
RE: Everyone What is the
OCI?
Zachary Brechler
10/10/2012 6:48:42 PM
I thought it was a great insight into my organization especially when reflecting on past organizations. In my current role they are more
focused on quality and ensuring protocols are followed as well as developing the talent of their employees. In past roles, especially in
a "call center' atmosphere, it was all about quantity and putting up big numbers. This pinned employees against one another and made
for an almost hostile work environment.
Respond
Everyone - you
are the
manager
Professor Carr
10/8/2012 10:30:22 PM
Suppose you were the top manager at your organization. What changes would you make, if any, based on the OCI results you have
seen for your organization?
Thanks!
Mike
Respond
RE: Everyone - Robinson Sanchez
10/9/2012 9:00:43 AM
you are the
manager
I would trust more my employees by taking in consideration their opinions. This way employees feels more involve
with the company but i would analyze every decision to make sure that the idea given is successful with in the
company. Also, i would change the system a little bit by talking to my superiors, to implement more promotion that
way the employees are more satisfy with their job and they can work harder on the target i want the department to
meet.
Respond
RE: Everyone
- you are the
manager
Larry Williams
10/10/2012 12:47:04 PM
I see your point Robinson, On my job, management have difficulties accepting employee's opinions. Unfortunately, many employees
have resigned due to not having support from upper-management. The turn-over rate is so high, that last night, the CEO had to work
overnight.
Respond
RE: Everyone
- you are the
manager
Ryan Mckinney
10/10/2012 7:37:12 PM
I can agree with that, I disagree with a lot of the management decisions at my company because a majority of the managers have worked
their way up into their position and have no real practical educational knowledge to back up their years of experience. They are always
trying new things that simply do not work well, or would take a long time to implement properly and they rush everything because we
are always on a limited time frame. I try and talk to some of the managers and get them to understand that what they are asking is not
feasible because of the lack of manpower or even a lack of time to implement new ideas into existing strategies. Sometimes they listen,
and sometimes they don't. I also think a lot of them are apprehensive to take suggestions from someone on my level with the company,
they know I have a degree but the promotions are few and its a long waiting game. I would love to get off the graveyard shift stocking
shelves and doing modular designs, but where I live you take what you can get sometimes...
Respond
RE: Everyone you are the
Marco Arredondo
manager
10/9/2012 2:12:19 PM
For one thing, I would have an open door policy at my company. Anybody who needs to talk to a superior can do so whenever they want.
Superiors need to be accessible. In addition, superiors would be giving monthly feedback to their employees so they know where they
stand.
The other thing that I would implement would be a recognition program. Employees need to be recognized for their efforts. This in turn,
will hopefully motivate employees to do better at their jobs.
Respond
RE: Everyone
- you are the
manager
Jocelyn Jarrett
10/13/2012 6:14:35 PM
Marco I agree with the implementation of a an employee recognition program. While there is currently one in place it is extremely
restrictive. The company that I work for is one of 9 other companies owned by 1 larger organization. So, recognition is limited to a certain
number of employees per company. Because of this not all who should be recognized are. I would implement a recognition program
on a single company level so that each smaller company can recognize its own employees.
Respond
RE: Everyone
- you are the
manager
Ryan Mckinney
10/13/2012 10:09:16 PM
My company has an open door policy and it rarely helps the situation, in fact most times it makes things worse for you to use it. It has
gotten to the point with me that if I have a problem I just call the head of human resources for our market district because she will actually
do something about the problem, versus the management team who will just flip the issue into something that you are doing wrong.
I caught one of my managers having relations in the office with her husband on my birthday one year, I used the open door policy because
I was mortified and they ruined my birthday. All it did was get the manager removed from the night shift to the day shift. I asked the head
of HR what should have happened in that situation and she told me the store manager should have fired the manager immediately for
gross misconduct, but instead all she got was a slap on the wrist. Then they put on my record that I had an "altercation" with a manager
in the store so now whenever I have an interview for a job with the company they ask me about the altercation like I was even involved!
Then I have to tell this tale without laughing, and most of the time they do not even believe me at all anyways.
Respond
RE: Everyone you are the
NanshaMarcelle
manager
10/9/2012 5:02:39 PM
If I was a manager at my organization I would come up with new ways on how to motivate my employees to help improve their
productivity level. I would encourage them to come up with new ideas and also provide them with feedback on regular basis.
Respond
RE: Everyone you are the
Darrelle Hooks
manager
10/9/2012 5:48:42 PM
A lot of the time the failure to define requirements comes down to anxiety. Being clear requires considerable
thought and is much more difficult than issuing general statements like “We need to speed up payments, so
get off you’re...” Managers may worry that if they set specific targets their people can’t achieve they too will
look like failures. They may fear being viewed as unreasonable ogres by those with whom they work and
play golf or they may secretly dread some sort of subtle rebellion where employees appear to comply but
undermine initiatives through inattention, focus on competing projects, lapsed communication, or the like.
The Seven Deadly Sins of Setting Demands: The first behavioral trap failing to set proper expectations
includes the following transgressions:
1. Establishing too many goals
2. Not requiring a plan for how and when goals will be achieved
3. Failing to push for significant improvement for fear that people are already overwhelmed.
4. Not assigning clear one-person accountability for each key goal
5. Signaling an unspoken “if you possibly can” at the end of a statement of expectation
6. Accepting reverse assignments (“Sure, boss, I can get it done if you will see to it that.”)
7. Stating goals in ways that may not be definable or measurabl: Excusing Subordinates from the Pursuit of
Overall Goals
Every operating or staff manager is naturally preoccupied with the performance of her own unit. People
with such singular focus tend to “delegate” responsibility for organization-wide performance upward to
already overload senior managers who often don’t push back for example the CEO of a large IT-based
company had determined that demographic and technological trends would gradually render many of the
firm’s business lines obsolete. When he tried to draft the smartest people in several units to help him
develop new strategies, however, their bosses objected. They claimed they understood the dangers of
obsolescence but protested, “We have critical problems today that we need these people to deal with.” The
CEO backed off in the face of this strong and seemingly valid resistance.
Another illustration: The largest division of a global telecommunications-manufacturing company suffered
competitive disadvantage due to its slow new-product development. The head of product development
worked with each of her units to pick up the pace. She asked for and got faster preparation of drawings,
faster tool design and development, faster lab and market testing, and faster manufacturing gear-up but she
never asked any of her people to take responsibility for improvements beyond their own functions. As a
result, she was the only one who felt personally accountable for the overall results. Though each unit
reported significant gains in its own performance, the lack of joint focus on the big picture meant they
didn’t add up to much improvement.
Tunnel vision on the part of unit heads is understandable. They’re invested in their own work, and reward
systems are typically geared to individual roles and results but why do senior managers just accept this as
the way things are especially since it forces them to actively coordinate projects their people could be
managing independently? Having to play nursemaid to so many activities saps executives’ time and energy.
Yet very few seem willing to assign a subordinate full responsibility for achieving results that will require
substantial input from peers.
Respond
RE: Everyone you are the
Jennifer Rudenko
manager
10/10/2012 7:30:57 PM
I am the manager at my company, but sadly only in name... i have no true authority as the boss/owner/doctor of the small practice we run
makes all ultimate decisions and sets the tone and work culture. HOWEVER, if i were somehow to be able to gain control and makes
changes, i would focus on employee satisfaction. My OCI is highly lacking in the humane-related areas regarding forming relationships
and general benevolence. So I would focus more on the employees feeling valued and appreciated and try to improve the overall work
atmosphere with positivity, sharing, and open communication, listening to suggestions and ideas on improvement rather than the almost
dictatorial atmosphere and rules we have in place now.
Respond
RE: Everyone you are the
Thomas Schultz
manager
10/10/2012 8:07:06 AM
As a top manager, I recognize that change is needed based on the OCI results. The results were strong in the aggressive/defensive style
and avoidance in the passive/defensive style. These areas do not create or sustain a positive culture. Therefore, I would create a reward
system that frequently acknowledges those that succeed and achieve in an effort to reduce avoidance behavior. A team-oriented approach
would be designed in an effort to mitigate behaviors associated with the aggressive/defensive style. Employees would be required to
achieve projects via a team consensus, which would hopefully diffuse power struggles. The entire team would be recognized for
achievements or failures. Mistakes would be reflective of the team instead of individuals. All team members would be recognized for
their successes, which would hopefully persuade the competitive types to change their behavior for the better as they are no longer being
rewarded individual achievement. However, I am still cognizant of the fact that not every decision can be made in a team environment,
which is why it is a daunting task to reverse a negative culture.
Respond
RE: Everyone you are the
Noreen Cunningham
manager
10/10/2012 9:36:55 AM
For my current workplace, I would definitely work on the humanistic traits more. Right now there is a gap between
management and the front line staff. The employees do not feel that management cares about them or is even
listening to any issues that the staff have. The next issue I would address would be to have consistent rewards and
punishments for not meeting goals. This area is a minefield right now for our company. Our goals are set by the client
company and we are reminded of them daily. However, depending on the Team Manager, one person may be written
up if he does not meet goal for one week: while another may go for months not meeting goals but not be written up.
Interestingly, top management at my company just sent out a memo for all to sign saying we understand
the "Performance Evaluation Process". It will be interesting to see if it will be enforced evenly.
Respond
RE: Everyone you are the
Larry Williams
manager
10/10/2012 12:39:41 PM
If I was a manager, I will implement OCI that will benefit supporting programs that will be designed to enhance strategy implementation
, employee engagement, organizational learning, quality and reliability, and/or customer service.
Respond
RE: Everyone you are the
Nichelle Burton
manager
10/9/2012 7:40:45 PM
Create an environment that would support the overall trust level within the organization. Become more humanistic and encouraging.
I would change the perception by setting the expectation of management to build the relationship with their staff that encourages the
employee to want to respectfully come to them with their ideas, thoughts or concerns without fear of punishment or of being ostricized.
However, it's been my experience that peers who are too boisterous and vocal about a negative topic with regards to the organization
can be considered somewhat of a troublemaker. Sometimes it's not the message but how the message is being delivered can rub
management the wrong way.
Respond
RE: Everyone
- you are the
manager
John Ruggles
10/9/2012 8:45:56 PM
Nichelle, do we work for the same company? I would do exactly what you would do, and your second point is one of the problems we
have. the new leadership at my company understands it and talks the good talk, but we have not turned the corner on action yet.
Nobody sees results of the new leadership's vision so that trust hasn't been established yet. Also, it seems that as you get to midlle
management where I work, you second point of fear of rocking the boat becomes greater. Our changes need to come from the top down
and they need to lead by example to gain the trust and change the culture. I might also encourage a little more risk taking when it comes
to innovative ideas and let folks understand that failure doesn't mean youre going to get fired.
Respond
RE:
Everyone you are the
manager
Nichelle Burton
10/11/2012 8:45:36 AM
John, I agree about the risk taking factor too. I would also suggest that when deciding whether or not to deal with a risky decision, make
sure that the pros and cons are considered prior to moving forward. If questioned, then you will be able to respond with facts and show
that you did your due diligence prior to taking an action that was considered risky in the eyes of management and your peers and
colleagues.
Respond
RE: Everyone
- you are the
manager
Larry Williams
10/10/2012 12:51:11 PM
I see your point Nichelle. I truly believe in building a relationship because it eliminates poor communication and lack of trust. I have been
involved with many organization with a strong foundation. The strong foundation started with building trust between each parties. I have
witness how upper-management engaged in activities and was supportive of their employees.
Respond
RE:
Everyone you are the
manager
Paul Anderson
10/10/2012 2:02:43 PM
I would implement fewer changes allowing people the necessary time needed to learn and perform. Currently, there
are so many changes and new procedures implemented weekly, it is difficult to keep up with what must be done.
Managers simply have to pick and choose which procedures they want to follow based on how they think they should
be prioritized. My organization has a severe problem with the top knowing and understanding how the policies they
implement affect everyone at the store level. I would put someone in position to evaluate how policies affect
individual locations ability to perform and grow in an effort to bridge the gap between the bottom and top.
Respond
Paul
Professor Carr
10/13/2012 12:23:21 AM
Great post Paul - it illustrates the difficulty managers (and business organizations at large) have in keeping things "moving forward"
(keeping up with the technology and latest trends, etc.), and not engaging in what ultimately turnes out to be nonsense change.
Thanks for sharing,
Mike
646.373.7040
Respond
RE: Everyone you are the
Lucy Zubek
manager
10/10/2012 8:15:30 PM
As I indicated last week through the discussions, the office I work at has been known for hiring and promoting
individuals based on their connections and favoritism rather than based on individual’s qualifications and their
performances. As a head of this office and being in charge of it, I would evaluate every employee’s qualifications and
performances through closely monitoring their production of their quality of work. The major change that I would apply
in the hiring and promoting policies would be to prohibit the solicitation in hiring or promoting family members or
friends.
Respond
Edit
RE: Everyone you are the
Zachary Brechler
manager
10/12/2012 8:38:28 PM
Personally I feel that my company is doing the things they should. I think adding competitiveness to the equation only creates hostility
and demotivates those that are unable to come out on top. Encouraging growth and development and caring about your employees is the
thing I feel motivate most. In my current company they even go as far to reward mentors to reach out the younger lower level employees
and help guide them to advance their careers.
Respond
RE: Everyone you are the
Scott Mccall
manager
10/13/2012 2:25:43 PM
One of the main changes I would like to make is with the dependent culture within my organization. At my current command it is not that
much of a problem because of the small number of personnel, but at my previous command I thought it was a huge problem that would
repeatedly get under my skin on a daily basis. I understand that the military is very hierarchically controlled with a great deal of attention
paid to the chain of command, but too many times I would find junior personnel not taking any initiative, sitting around waiting for someone
to tell them what to do next. The Navy MC job rating is a very creative career field that allows for more freedom to develop and produce
your own ideas than other Navy ratings. Some of the things we would do on the ship were layout and develop a ship board news
publication, shoot and edit a video news broadcast, take still images for historically documentation and for public distribution, design
informational posters, etc. However, too often young sailors would sit around waiting to be assigned their next story to write or for
some one to tell them exactly what photo to take. One of the things I hated doing everyday at morning and afternoon quarters was repeat
myself everyday about what needs to be done, when it needs to be done, who is doing it, and what is coming up on the ship's schedule.
The crew even hated it, but when I didn't do it everyday I would hear the excuse that nobody told me. Now it did not apply to everyone,
but I can safely say it was more than half the departmental workforce. One thing I learned from this experience was patience and
understanding. I had to understand what the age demographic and experience backgrounds of my workforce as a whole. For example,
the majority of Navy junior enlisted are between the ages of 18-24. For majority of them they have never worked in a job that could be
considered a career, instead most worked normal high school jobs collecting minimum wage.
Respond
Current Vs.
Ideal
Patricia Marquez
10/9/2012 6:16:57 AM
In doc sharing, the consultant ensures and explains how the OCI is measured; which by way of “behavioral norms or their personal
interaction with co-workers and their actual job”. For the Conglomerate, its cultural norm scored high in Avoidance, Oppositional, and
Perfectionistic behaviors. Two of these mentioned is how my results came back, so this is neat that I can relate to the Conglomerate
situation. After glancing at the two diagrams that show each culture style, the current culture scored low in the constructive styles; yet the
ideal culture scored higher in the constructive styles.
Management sees the organization as one that does well and values each member by setting up challenging goals. Management also
encourage that one’s work should be enjoyable while building themselves up. Management would like their workers to problem solvers,
open, and sensitive when dealing with each other. These are expectations that members of this “ideal” organizations should place above
all else; however, when looking over the “current culture”, the areas of Humanistic/Encouraging, Affiliative, Achievement and
Self-Actualizing are pretty low.
Just like the reaction that is mentioned from management about the difference and the huge gap between current and ideal; they were
not happy. I think management assumes that employees know what is expected of them and how to carry the organization when in reality,
management does not really know until they see it through statistics or perhaps a survey result like this one.
Respond
Everyone Curious
Professor Carr
10/9/2012 5:31:56 PM
How much pressure do you think exists at your organization, for people to fit into the cultural
norms at the organization?
Think carefully before answering this. Sometimes pressure can be outwardly very heavy. Other
times it can be subtle but very strong.
What do you think?
How strong are the cultural norms at your organization?
How much pressure is on employees to conform to these cultural norms?
Would it be a big breach of ettiquite to violate the established norms?
Thanks,
Michael
646.373.7040
Respond
RE: Everyone Curious
Connie Bravo
10/13/2012 9:20:32 AM
At my one of my last jobs, there was more pressure to fit into the cultural norms (as opposed to my current job). The pressure was very
subtle in the beginning, but after working with other departments, you could tell that the norms varied within each department. The
marketing department had its own culture, which was different than the creative department. Managers didn’t and would conform to the
other departments (apart from their own), but anyone else learned that they didn’t have that level of respect to be able to breach the norms.
For example, there was a certain way to talk to the creative department, as well as submitting requests, adhering to deadlines, and if you
didn’t follow the norms, it made your job more difficult and you would be faced with more resistance and opposition. However, if
you “played by their rules” it made working with them much more productive, pleasant, and even allowed for you to call in a major favor
or urgent project. Following the norms isn’t really a “requirement,” but it will definitely make your working life easier and more
enjoyable, it’s just a learning process (people don’t usually come straight out and say “this is how we act”).
Respond
RE: Everyone Curious
NanshaMarcelle
10/10/2012 4:19:45 PM
In order for an individual to keep their job in my organization they have to be a team player. Even though you were hired in one
department, you are constantly being called to order departments to help out. When individuals decide not to follow the norms they are
concerned to be the bad seed of the organization.
Respond
RE: Everyone Larry Williams
Curious
10/11/2012 7:31:12 AM
I see your point Nansha, team work plays an effective role in meeting goals. On my job, team work is important; however, each
department relies on effective communication for team work. Each department have there own policy and procedures, and we do not try
to express our opinions or any other related activity in other departments. As long is open communication is effective, we do not have any
issues.
Respond
RE: Everyone
- Curious
Paul Anderson
10/13/2012 4:34:13 AM
This is a curious question to me as I live in the cultural cesspool of South Florida. It seems to me that we have
almost every kind of culture imaginable. Many in which I am exposed to and work with daily. I work with Jamaicans,
Haitians, Cubans, Spaniards, Peruvians, Germans, Trinidadians, Europeans, Indians,Rednecks, Yankees, and some
others that I can't even think of right now. I have never lived in an area where everyone is so accepting of one
another. Maybe it's because the area is so culturally diverse. The company does have strict policies about workplace
harassment, which I implement and have people sign off on monthly, but it is not an issue that is forced, only
recommendations and expectations to facilitate smooth operations. Of course failure to recognize or be considerate
of one another up to and including cultural differences or harassment of such could lead or would most likely lead to
termination.
Respond
RE: Everyone Curious
Nichelle Burton
10/9/2012 7:51:21 PM
I think it is an unwritten expectation in my organization. Not so much pressure but just a recognized norm. You can't live alone on an
island in my organization and think you will survive. You must play the game of networking, getting in on high profile projects and
understand that nepotism is part of the organizational culture. You need someone to champion for you when you are trying to get into
another position either laterally or promotionally and understand that you are only as good as your last successful project. Your base
business is what the company expects you to do well but to earn further accolades, you have to go above and beyond to be recognized to
continue to be recognized.
Respond
RE: Everyone Jennifer Rudenko
Curious
10/10/2012 7:25:14 PM
Interestingly enough, Nichelle, the business i work for is the same as far as pressure, but for the exact opposite reason. You see, the
cultural norms where I work are to be laid back and NOT stress at work or go above and beyond what is expected of you. When i first was
hired there, i always performed 150%, trying to be the ideal employee... until i realized that not only was i not being rewarded for my
efforts, but that i was also ticking a lot of coworkers off. It is a small company that is more like a family atmosphere where everyone needs
to chip in and do their part to make it work, but that doing extra work, or at least doing simply more than what is expected of you, makes
you look like a "goody two shoes" and that you think you are better than others there who just do their part. No one ever said anything
directly to me, but the unwritten expectation as you called it was very strongly felt. It was strange for me because i actually had to work
LESS hard and be less innovative than normal simply just to fit in. Surprisingly, that's what the boss wants too! He doesn't want the
workers being TOO productive because then he would have to reward us with raises or what have you, which he tries to avoid like the
plague. Oddly enough, having to intentionally tone it down work LESS hard is very stressful!
Respond
RE: Everyone
- Curious
Ryan Mckinney
10/10/2012 7:50:43 PM
I can understand how that can be frustrating. Not having enough work to do can lead to the day dragging on and on. Putting in a full 8
hours can be difficult when you really only have 4 hours of work to do. There is always something that can be done, or needs to be done
where I work. A lot of the work is repetitive and extremely boring but somebody has to do it. This is why I prefer to work in the departments
that get several hours of work every day. Some people like the departments with 2-3 hours of work because they consider it an easy day,
but then they get stuck doing remedial and tedious tasks for 5-6 hours. These people are GRUMPY all of the time!!!
Respond
RE: Everyone Curious
Maximina Anderson
10/10/2012 2:40:35 PM
I think there is a strong need to fit in where I work. We all come from different states and backgrounds so everyone has a lot to offer.
I do notice that in my particular section it is important to have tough skin because there is a lot of joking that goes on. If you're quite,
you have to get over that real quick. It's the norm in my office to joke around because the work is so tedious. Not everyone has the same
sense of humor, but I feel the more you work there, its not so much pressure, as it is that you just adapt to it.
Respond
RE: Everyone Curious
Marco Arredondo
10/10/2012 3:19:12 PM
The thing about my job is that you have to be a people person. In order to survive and not get fired, people have to like you. Since I am
a college instructor, my students need to like me in order for me to keep my job. I need to always have a smile on my face because that
is part of the likability factor. If students do not like me, they will talk to management. My bosses will listen to them because they are
paying a lot of money to be at the college.
People that are not friendly and unlikable, do not last at my job. If students do not like them, they will complain and have them fired.
People have been fired because they have received negative end of the class surveys.
Respond
RE: Everyone Larry Williams
Curious
10/11/2012 7:45:39 AM
Hey Marco that is difficult to sustain due to performance from students. That is a challenge because there are times when certain
students are not applying themselves and in result they have failed. How does that affect their behavior? My sister is a professor, and her
there are times when students are control over there stay or leaving. I thought about teaching but I am not prone to having someone who
does not want to learn affect my living.
Respond
RE: Everyone Sarah Keathley
Curious
10/10/2012 4:13:23 PM
I completely see what you are saying. In some fields, it is important to be liked. In
others, not so much. I do see in your career the importance of being well liked by
your students. And you are right, students will complain if they do not like their
Professor. There are websites that I have come across that "grade" Professors and give
you the scoop on their styles. This allows you to decide if you want to take a course
with them as the instructor, or find one you feel better suited. I really like the
input and diversity that is thrown out there by this class. There is always something
I had not thought of because it does not pertain to my experiences or my career, but
it gets me to thinking outside of the box. Subjects are so diverse and apply on so many f
different scenarios.
I appreciate taking this time to read your post and put myself in your shoes
momentarily. Thanks!
Respond
RE: Everyone Curious
Alana Hefter
10/9/2012 6:52:27 PM
This is an interesting question for me to answer. I currently live and work outside of the US where I am faced with cultural norm
differences almost daily. The upper management cultural norm is quite similar to that of any American company where the higher the
degree the faster you get promoted. However, the lower level (staff) norms are very culturally driven and if you do not conform you will
have a harder time within the organization. It certainly is an interesting dynamic since there are two different social norms occurring at my
organization.
Respond
RE: Everyone John Ruggles
Curious
10/9/2012 9:04:05 PM
My company is much the same here. If you "play ball" and network, you seem to get promoted more quickly. But there is a distinct
difference between the conformity factor at different levels. It seems the higher you go, the more comformity you see; it is as if people
feel that when they start to get higher positions, they don't want to jeopardize status or a good paying job by creating waves.
Another interesting thing that I (along with many of my colleagues) have noticed at my company is that almost none of the men at
mid-level to senior level management have facial hair. I could probably count on one hand the number of these folks (out of hundreds)
have mustaches and only one has a beard that I can think of. I wonder if this is industry wide or just an anomaly at my company. It is
almost as if facial hair is seen as unprofessional. Curiously enough, our new CEO has a mustache, I wonder if that will change things.
Respond
RE: Everyone
- Curious
Alana Hefter
10/10/2012 6:52:30 PM
John, I completely agree with you in terms of conformity at a higher level. So many people I know were great when they first started and
then when they were trying to get promoted your could see they were trying to ooze the culture so that they would be considered. In fact,
there may be more pressure at the top for culture norms than at the bottom.
Respond
RE: Everyone Curious
Lucy Zubek
10/9/2012 6:57:48 PM
I believe that the pressure exists in every organization including in all government agencies. There are varies work schedules
and tasks assigned to more than one employee. Therefore, there is a conflict between primary and secondary responsibilities
associated with tasks allocated to two or more individuals. For example, in my office there are over 30 people responsible for
preparing cases from start to finish while only 19 people are assisting judges. With that being said, those that are directly
o the judges prepare cases in accordance to the policy oppose to those that are not allotted the same responsibilities as a secondary
task do not complete as they are instructed to. Incomplete workload puts a burden on the primary which often causes conflict and
unpleasant atmosphere.
Respond
Edit
RE: Everyone Curious
Scott Mccall
10/9/2012 11:41:44 PM
With my organization this is a lot of pressure to fit into the cultural norms. Now, depending on the situation that pressure can be
exceptionally heavy on the surface and at other times it very subtle, but the strength of that pressure is always there. The Navy has a
lot of rules and regulations that say what we can and what we cannot do and how we conduct ourselves. These policies can cover
everything from how one conducts themselves towards someone of higher rank to our appearance for example like shaving everyday
for guys, or what kind of clothes one wears. For new sailors, fresh out of bootcamp, this pressure can appear to be an overkill. However,
what I'll tell a lot of my new sailors is to take a step back and look at the rules and regulations objectively. The only thing the Navy rules
and regulations are asking a sailor to do is carry yourself with a minimum amount of self-respect and have respect for those around you.
There also can be strict consequences for those that violate this norm, which can be found in the Uniformed Code of Military
Justice (UCMJ). Possible punishments can include, but not limited to, 30 days restriction that confines the person to the ship or
installation for the length of the sentence, money taken from ones paycheck, 3 days in the brig, or possibly even a discharge from military
service. At my last command one of the most serve punishments was for a DUI. For one, the sailor would not only have to face on the
civilian penalties, but penalties within the military as well. An example would be 45 days restriction, half pay for six months, and
discharge/fired from military service on top of the civilian penalties.
The types of commands where the pressure to conform to these norms is the heaviest is while assigned to a ship or a deployable unit.
Eventually over the course of a deployment the ship will pull into a foreign port, like Japan, Singapore, or Dubai for example. Now, for
some of the people of those countries it might be the first time they have a face-to-face interactions with an American citizen, so as visitors
it is highly encouraged that we act as ambassadors for the US because it could be the first impression the people of the host country have
with Americans. In these foreign ports the pressure is greater because not only do with have to obey our cultural norms of the Navy and
the US, but also the cultural norms and laws of the country we are visiting. This is where most young sailors will make their mistakes and
get in trouble with the UCMJ. At my last command to prepare sailors for a upcoming foreign port call we would have a port call brief
mandatory for all hands on the ship. These briefs cover almost anything one could think of from the laws of the country to local customs
and courtesies. I remember my first time visiting Singapore, before visiting I had no clue that it was illegal to walk and chew gum at the
same time there.
Respond
RE: Everyone Curious
Patricia Marquez
10/10/2012 6:17:53 AM
In my organization the cultural norm revolve around school buses and safety. Drivers are taught how to maintain, maneuver, and manage
a school bus; while those of us as office staff are required to assist with the safety aspects. Our school district has adopted the “Kids at
Hope” which is a philosophy that “All students are capable of success, no exceptions!” Last year, I think this belief has challenged our
department and our staff worked hard at putting together a video for a contest that revealed our interaction with school students and how
our department plays a vital role in children’s path to educational success. I think our cultural norms revolve around safety the most;
however, being a role model has also been apart of our department’s reality in the last year. I am not sure if I am going in the right
direction with this question, but I would have to say that customer service also creeps up in our department as well.
Respond
RE: Everyone Curious
Jocelyn Jarrett
10/10/2012 6:40:19 AM
Professor you pose some very interesting questions that were recently discussed within a group of us at my job. We talked about how my
company identifies behaviors and norms as the " XXXXXXXX way" . Pressure is outwardly heavy to conform to the cultural norms.
I think one reason for this is because people from the top level down have a say and a hand in pretty much every process within each
department. There are seemingly standard process meetings that occur that the senior management not only want to be a part of but
want to be CC'd on updates. I am in the process of interviewing for an internal position within the company and even though the job is
local not national and I am an internal candidate I still had 5 interviews with different levels even as high as the VP of operations.
Everyone wants to make sure you are a "good fit" for the job. When employees violate the norms there is a difference in the way they
are treated (or should I say not treated) by management.
Respond
RE: Everyone Curious
Laurielle Lemon
10/10/2012 7:59:32 AM
Modified:10/10/2012 7:51 PM
Huge! And while everyone is not a classroom teacher, it seems that everyone has an opinion as to how I should teach. I, not only have to
deal with the the cultural norms set by my District and School, but by society as a whole. Teachers will secretly complain about new
programs and protocols set up, but will not openly speak out about it for fear of repercussions - going against cultural norms. The
problems that you see going on throughout the country now are because we are tired and can no longer sit idlely by while children and
our own livelihoods are at stake. I am a public school teacher. I don't have the luxury of having students who are on a waiting list to get
enrolled into my school. I have had students who have missed more than 100 days of school, and when they do come, I am required to
teach them at the same pace as a child who has attended everyday. I have had a student who a few years prior to coming to my class,
stabbed her teacher with a pencil. I TEACH ELEMENTARY SCHOOL. We can expell, by law, one semester ONLY. That same child
walked down the hall to my class, passing the teacher she stabbed the year before. But Society has put out there to the world that I am
nept if these children don't learn. And if somehow a teacher speaks out against the overwhelming norms that have been established
we are somehow thought of as uncaring or only looking out for our own self-interest. My cultural norms are in front of a magnifying glass
for everyone to see. And if I violate them I'm not simply looked at by my Administrators, but the community. And I'm not talking illegal
behavior I am simply saying vilolating cultural norms. For instance complaining about pay or work hours, because (in my most sarcastic
voice) you know we, teachers, only work six hours a day and we get all major holidays and summer off, so what are we complaining about?
Respond
RE: Everyone Curious
Robinson Sanchez
10/10/2012 7:59:50 AM
At my company i think there is not too much pressure when it comes to cultural norms in the organization but while
time goes by employees adapt to the culture and try to fit in as everyone else. i think that the pressure for the staff in
not very heavy as for the lawyers. when the organization want to integrate the culture on someone that is very
important for the company that has start in the company it could be very heavy on it. I think once employees are
used to the culture of the company they enter in a comfort level.
Respond
RE: Everyone Curious
Gailanita Penn-Gardner
10/10/2012 10:35:49 PM
I know that there is a lot of pressure s far as the cultural norm. I have a friend who is from Nigeria and she have a very heavy accent.
Part of our job is to speak with the customers. The Customer that she was speaking with at the moment complained on her stating that
they do not understand her. She was also being criticized by top management in the organization. That is part of pressure for employees
to fit into the cultural norms at the organization.
Respond
RE: Everyone Curious
Kathrine McClendon
10/10/2012 9:01:53 PM
The cultural norms at my organizations are very strong and very conservative. We had a temporary worker in our file room
and she was good worker but like to express herself through her hair color. It was suggested to her if she wanted to become a
permanent employee perhaps she should go with a more traditional color, she did and was hired. She was promoted to
accounts payable quickly. She went in to have her hair colored and it turned it a little orange…the minute her boss saw her
she was apologizing and had already set up a follow up appointment to tone it down. Poor girl was afraid she would be written
up.
Respond
RE: Everyone Curious
Theresa Gjika
10/10/2012 7:59:50 PM
At my organization, because it’s so large, it has many different cultures. Each campus can really have its own, furthermore each
department can have its own. Since it’s more relevant to talk to about the department and where I have more examples, I can say there
is pressure. Our manager often pushed/guided to what he thought the campus norm was, or even further to what he thinks the organization
wants to see.
Perfect example with the end if year near is vacation roll over. He was trying to convince me it “looks” bad to roll over vacation or try to
use it. Keeping in mind that most company brag about their benefits package and it was one of things that made me leave my prior
company. As he continues to say it just looks really bad and it’s not necessarily what “others” want to see I reminded him that he has 2
vacations coming up, to which he half joked, and he was rolling time over. ArG!
He wants his team to follow the norm but doesn’t seem to do so himself.
Respond
Everyone Notice this...
Professor Carr
10/10/2012 9:08:19 PM
Notice the sheer power that organizational culture can have on employees. It helps to establish norms, boundries, methods of
communication, methods for handling disagreement, etc.
On a much grander scale, it even provides a framework and lense through which we see our jobs and ourselves within them.
I point this out because I want you to take away an important, yet subtle lesson here: Creating a strong organizational culture is, in itself,
a strong managerial tool.
In short, if you are a leader or a manager in a department, the culture you establish is very important - because it can make your life much
easier at work.
Here's an anology to help all this make sense. I have a friend named Dina and she has 2 kids who are very well behaved (I contrast this
with my brother's kids who run around the house destroying everything they touch).
Dina's kids are not well behaved because she is very strict, but simply because she has worked very hard to create a culture in the house
where screaming is not allowed, where the kids listen and they are generally respectful and obedient to their parents, etc.
By merely creating this "culture" in the house, it makes her life as a parent easier.
Michael
646.373.7040
Respond
RE: Everyone
- Notice this...
Lucy Zubek
10/10/2012 10:08:03 PM
I strongly believe that our upbringing has huge impact on the way we carry ourselves on daily basis and conduct
businesses whether personally or professionally. Appropriate discipline, whether at home or at work is a key to our
success. We may not always like what is required from us but if we are accustomed to a discipline from the early
age, we do perform on a higher scale.
Respond
Edit
RE:
Everyone Notice this...
Scott Mccall
10/13/2012 2:44:27 PM
I agree with you Lucy, past experiences are a huge factor on how one carries themselves on a daily basis and not just professionally,
but on a personal level as well. I honestly believe one of the reasons transitioning into the military was so easy for me was because of my up
Growing up as an Army brat, with my dad serving 20 years helped in my development to provide discipline and having
situational awareness as to how to conduct myself in different situations. For example, one should probably not act in a professional
atmosphere as they would around their close friends and family.
These experiences do not necessarily have to be formed at an early age. It can also be learned on the job from ones experiences either
at past jobs or internships too. The best thing I ever did in college was in my junior year taking an internship in the public relations
department with the NJ Devils. This was my first taste of what a professional life was like and how to conduct myself on a daily basis.
I interned for them for close to six months, and it was here that I learned that their has to be barriers between how you act with friends
and how you act with co-workers. During my time, they even fired one of the other interns for not being able to make that separation.
They gave her one warning and then let her go a couple of weeks later. This also showed the rest of us interns the value of timeworn
and what even missing one person in a team can mean. It took them about a month to fill the vacant internship stop and during that time
rest of us as interns had to pick up the lack from being down one team member.
Respond
RE:
Everyone Notice this...
Nichelle Burton
10/13/2012 3:59:33 PM
I can relate to you comment Lucy!! When I first started working with big companies I was in my early twenties. I hadn't been exposed to
different working environments and had to learn through the years how cultures vary from different groups of coworkers in different
organizations. I either had older coworkers or peers that had been there longer than me kind of take me under their wings to show me
what was appropriate interactions with other coworkers. A person should consider themselves fortunate when their peers take enough
interest in them to guide them through getting to know who they will work with and and their personality types and how the place operates
with the various working styles.
Respond
RE: Everyone
- Notice this...
NanshaMarcelle
10/11/2012 4:39:56 PM
I think that the way one discipline their kids is important. If kids are taught at an early age the acceptable norms of society, they are more
likely to practice these norms as an adult. For example, if a kid is taught at an early age that they can get by with just doing the bare
minimum, as adult they will do the same thing. Whereas if they are taught hard work is important, they are more likely to go the extra mile
to get the job complete.
Respond
RE: Everyone
- Notice this...
Darrelle Hooks
10/11/2012 4:54:57 PM
Employees spend a substantial amount of time working side-by-side with their peers to complete tasks.
Building trust in the workplace can increase productivity, reduce turnover and boost employee moral.
As one can come up with ways to effectively manage and motivate your employees, ensure that each
technique helps create a culture of trust. When co-workers don’t trust each other, it erodes morale and
customer service as communication drops and stress levels rise, making work a miserable experience for all
involved. Building or rebuilding trust takes time and effort, but it can be speeded up by doing group
activities that encourage coworkers to rely on and trust each other. Furthermore,reputation is everything in
business. If people ever come to perceive your company as dishonest or unreliable, you will have difficulty
in counteracting this negative impression. Building and maintaining trust is an essential facet of operating a
business. It's an ongoing process that requires your time and attention. Finally,trust is an extremely important
component in all relationships for example in marriage trust allows both spouses to function effectively in
all other daily tasks knowing that their partner will always support and love them. If trust is violated, as
with infidelity, it must be rebuilt with both partners willing to make sacrifices. The key is to remember that
there are two people in the relationship and trust must exist between you both.
Read more: Build Relationship Trust - How To Information | e How.com http://www.ehow.com/build-relationship-trust/#ixzz2929uh8Df
Respond
RE: Everyone
- Notice this...
Kathrine McClendon
10/11/2012 6:35:13 PM
Creating a “culture” by setting expectations and standards are good ways to manage and make work life easier.
The important key here is to be sure the expectations and standards are clearly defined. It is also good to be sure
they are relevant and they apply to all employees.
Respond
RE:
Everyone Notice this...
10/13/2012 8:11:02 PM
Jennifer Rudenko
Good point Kathrine, especially that expectations and standards should apply to ALL employees. I think one of the worst cultures to work
in is the hypocritical "do as i say and not as i do" management styles. It is very frustrating for employees who are clearly told that they
can't be late, can't make personal calls, have to be friendly and courteous to all clients, etcetera but then the "boss" always comes in late,
leaves early, does personal things at work, and ignores customers or treats them poorly. How is an employee supposed to stay motivated
to follow even the most logical and clearly communicated standard when the boss is a poor role model. It's difficult to not feel resentment
when the always-coming-in-late boss writes you up for being a few minutes late one time! So, to your post, i have to agree... and then
again emphasize that ALL employees, even management, must follow the standards to maintain a healthy, satisfying culture at work.
Respond
RE: Everyone Curious
Larry Williams
10/11/2012 7:38:58 AM
On my job, cultural diversity is high; however, there are no issues in related to cultural behavior. There is much respect between each
parties in referenced to completing assignments. In certain departments, there is a high percentage of certain culture versus other
departments. In the beginning, there was complaints due to certain genders or race was hired for certain departments; unfortunate,
there were certain criteria required in this specific department.
Respond
OCI Results
Sarah Keathley
10/10/2012 4:09:19 PM
In reading over the Cultural Change Situation it is obvious that the employees feel
it is important to seek approval, perform as a perfectionist and avoid conflicts.
When you compare this to the ideal culture that the company feels is the standard for
its employees, there are opposite results. The company set high standards in areas of
achievement, self-actualization, humanistic/encouraging, and affiliative natures. It
seems that what the company expects and what the employees feel the company expects
are two different things. The areas that the employees felt were most important were
very minimal natures to the company. These results are astonishing.
Respond
RE: OCI
Results
Kathrine McClendon
10/11/2012 3:47:15 PM
Modified:10/11/2012 3:47 PM
Sarah did you see the Excel comparison chart in the doc sharing? I took that and put in my LSI results for employee results and my
organizations OCI for management ideal results to see the gap between my thinking styles and my perceived idea of my organization's
style...talk about astonishing! Of course I am not completely shocked, what this place has going for it is the pension plan and 401k
match! LOL
Respond
Organizational Culture
Inventory
10/10/2012 5:07:27 PM
Susan Zarate
Management believes it is important to have a culture that reflects a constructive style. Their ideal culture would be one where everyone might get along
well, be confident, ambitious, considerate, cooperative and respectful. However, employees feel the culture is more aggressive/defensive and
passive/defensive. They might feel the need to be more distrustful of others, tense and indifferent in order to fit in.
The most significant gaps where the view of the parties on humanistic-encouraging, self-actualization and achievement. Conglomerate Inc’s preferred
culture is very self-absorbent and self-protecting. It is more concerned with its own needs than that of its employees. The ideal culture would make for a
healthier environment and improved employee satisfaction.
Respond
Everyone - This
Week
Professor Carr
10/10/2012 9:09:10 PM
Since I know most of you are working on the finishing touches of your final papers, as well as preparing for the final exam, I'm going
to be keeping the conversation a bit light this week - and I hope you do too.
Please meet the minimum posting requirements here so I can maximize your credit. But beyond that, please focus on your paper and
the final exam prep, as those are both "big ticket" items in the class and carry quite a bit of weight.
Thanks Everyone,
Mike
646.373.7040
PS - As you are putting the finishing touches on your paper, please don't hesitate to call me if you want to chat. Thanks!
Respond
Everyone Culture changes
in tough
economic times
Professor Carr
10/10/2012 9:10:16 PM
Notice a subtle, yet important cultural change that often occurs in difficult economic times ...
In difficult economic times, often companies view employees as more expendable than in good times. Companies know the
unemployment rate is high so they can easily replace workers who are let go.
This can create a culture where the current employee base is not respected - it would be hard to imagine that this does not
negatively impact productivity and morale.
Thanks for the postings,
Mike
646.373.7040
Respond
RE: Everyone Culture changes
Laurielle Lemon
in tough
economic times
10/11/2012 8:00:32 PM
Another practice that I have noticed is that companies now take jobs that typically were full-time positions with full benefits and break
it down into part-time positions with no benefits. I recently was looking into employment at a local Jr. College. I was told by their Human
Resource department that they were only hiring adjunct professors and that these professors would not be entitled to benefits.
Additionally, I was told by a school maintenance man that the night shift would be done by one man twice a week because they could no
longer afford a full-time position.
Respond
RE: Everyone Culture changes
Theresa Gjika
in tough
economic times
10/11/2012 10:07:59 PM
"Having worked in many industries, for many years, I have seen more than one “economic downturn”, or “recession”. In each case,
people are treated as disposable commodities. The prevailing attitude seems to be, “To heck with it. Pay 'em as little as we can get away
with, and throw them out as soon as they're done. We can always find more workers.” Although there is always some of this from
companies whose boards are filled only from the sales ranks, it gets bigger when times are tough.
Additionally, while those poor folks are employed, they get blatantly mistreated in the workplace. The company can safely assume no
one will press charges or lawsuits, because the workers can't afford to lose their menial positions."
Stated by:
James Brewer
Manager, Architect, Analyst
A lot people chime in here
http://www.linkedin.com/answers/management/labor-relations/MGM_LBR/567583-4279983
Respond
RE: Everyone Culture changes Robinson Sanchez
10/11/2012 10:32:33 AM
in tough
economic times
some companies would care and will maintain their culture but nowadays they do what is best for their own interest.
most companies now look at each other in ways to save money for the corporation and if it works they pass it on so
other companies can do the same. the same thing happen in my company where they started to sub-rent floors here
in new york and in boston. now others companies are doing the same thing because it works for them. However,
they forget about how the employees would feel in a small space.
Respond
RE: Everyone Culture changes
Alana Hefter
in tough
economic times
10/11/2012 12:48:57 PM
This concept relates very well to my current situation. I am currently working for one of two only large employers on this island.
Therefore people are forced to conform to the companies demands even it negatively impacts them.. Furthermore, it has created
an unmotivated and unproductive work force since everyone knows their situation will not change.
Respond
Everyone change in
leadership style
Professor Carr
10/11/2012 11:29:15 PM
Thanks for sharing. You might have noticed that this move away from "caring for employees", and towards "profit" ties in with a
change in leadership style.
Sometimes in difficult economic times there can be a shift away from ethical leadership, for example, as corporations move towards a
heavier focus on bottom line concerns.
Michael
Respond
RE: Everyone change in
leadership
style
John Ruggles
10/12/2012 2:27:34 PM
This is so true with my company and probably many other companies as well. The irony is that I believe difficult times is the most
important time when companies need to understand that their employees are their greatest assets. I don't think most companies make
profits on a consistant basis without this understanding. If they truly have a self achieving and humanistic culture, employees may often
willingly make amazing sacrifices to help the overall goal. Longer hours, no merit increases, equipment cuts, etc might be accepted by
employees who feel valued by their employers to get through tough times.
Respond
RE: Everyone
- change in
leadership
style
Susan Zarate
10/13/2012 8:58:02 AM
I agree with you John. Employers should think of their employees as their greatest assets, especially during difficult times, but instead
many might think that employees can be easily replaced because so many persons need a job because of the difficult times. However,
in the long run, a company will be more profitable by valuing their good employees.
Respond
RE: Everyone
- change in
Maximina Anderson
leadership
style
10/13/2012 1:04:49 PM
Susan and John, I do agree as well. I would like to think that a company would want to retain their employees because it cost twice as
much money to keep hiring new people and having to train them. If companies would just focus on the well being of their employees and
show some gratitude it would go so much further.
Respond
RE: Everyone change in
leadership
style
Lucy Zubek
10/12/2012 11:58:54 PM
I don’t work for private industry, but based on the stories posted and on how the government operates, it is easy to
conclude that due to the economy and globalization the politicians created, the middle class is being penalized for
their mistakes and for their corruptions.
I began to experience this change back in 90s and early 20s while having my own business. Prices on most products
were increased several times a year, insurance which I have never had any claims on, within 10 years was increased
by 160%, and employees’ salaries had more than doubled. Along with all these expenses taxes and licenses had
gone up as well. For the most part, sales tax remained the same, but at the same time other taxes associated with
a business, such as the workers’ compensation, unemployment, property tax, and many other taxes, added up to be
about one third of the gross income. However, large grocery store, down the block, was exempt from paying property
tax.
It clearly appears that the smaller businesses we operate or the lower positions we hold, the harder it is to survive.
Some of the larger corporations are treating their employees below excepted norms because of the current economy
and/or greed.
Respond
Edit
RE: Everyone Culture changes
NanshaMarcelle
in tough
economic times
10/12/2012 6:39:34 PM
I have experienced this cultural change. Since I have been working with my organization; I have been moved twice to two different
departments and was only told one week prior that the department will be closing down and I will be moved to a different department.
I do not think the company gave much though about how employees felt.
Respond
RE: Everyone Culture changes
Connie Bravo
in tough
economic times
10/12/2012 4:47:13 AM
In tough economic times, it becomes an employer’s market. People have to take whatever job they can and deal with what comes after.
This just creates a vicious loop for both parties; the employee isn’t happy because they are in a job they don’t like and the employer might
hire the wrong person (i.e. the right person asked for too much money). Also, companies are cutting costs every place they can. This
goes from employee benefits (health insurance) to small things like supplies. When costs start getting cut down to the extreme, the
employee starts worrying about how long the company and their job can stay afloat for, and they start thinking about contingency plans
(like finding another job before the company goes under).
Respond
RE: Everyone Culture changes
Susan Zarate
in tough
economic times
10/12/2012 10:28:02 AM
I have never felt this cultural change more than at my current position. I live in a hard hit area, so jobs are scarce. Salaries are super low,
but everyone who has a job is afraid to lose it. That is why things are so difficult at my organization. Everyone is scared to death that they
will be let go. Upper management isn't concerned about employee morale and they have made that clear. My peers and I have been
reminded that we live in an "at will" employment state by our supervisor. Coming from a different background, I was taken aback by many
"normal" practices here. Even though times are tough, there is no excuse.
Respond
RE: Everyone Culture changes
Thomas Schultz
in tough
economic times
10/12/2012 10:36:38 AM
I agree with your comments. My current employer is opting to outsource more departments to reduce the bottom line impact of employee
benefits and salaries. This feeds into the viewpoint that the employee base is not respected if a company is willing to outsource even what
most would seem to believe are mission critical units. The bottom line appears to supersede employee retention and care. In larger
organizations, reversing the culture is a daunting task. The current economic turmoil and its impact on business models and culture will
be far reaching and long lasting.
Respond
RE: Everyone Culture changes
Scott Mccall
in tough
economic times
10/14/2012 10:53:32 AM
The difficult economic times have even affected the Navy, although not to the extent of creating a culture of not respecting the current
workforce. Instead, it has forced the Navy to be more selective has to who is allowed to reenlisted and stay, and who goes home.
However, the outcome has still been the same where it negatively affects morale. A couple of years ago, the Navy started a program call
Perform-to-Serve, which allotted a certain number of spots for who could reenlist and if you did not obtain a spot then the sailor had to
transition out of the navy. The intended benefit of the program was to get rid of the sailors who were using the navy as a free ride to
guarantee employment for the next four or five years. Unfortunately, the side effect was that it kicked out more then a few good sailors
who deserved to stay in. The purpose of the program was to balance out overmanned job ratings in a effort to decrease the workforce.
The acronym PTS became a de-moralizing term because ones military career was in some instances taken out of ones hands for more
than a few.
I've also seen the economic times have a positive impact on recruiting as well. It's becoming a common place now to see sailors enter the
navy with at least some college experience, if not a bachelor's or an associate's degree. Eight months ago, my command received a new
check-in from boot camp who had an associate's from the Univ. of Kansas. He said the reason he chose the military was because he was
tired of being turned down for job positions due to a lack of experience. He figured the Navy was guaranteed employment for the four
years of his current contract. Then at the end of these four years no potential employer could tell him that he does not have enough
experience. It's the same reason I entered, because I was simply tired of be turned down for positions after graduating with a B.A.
Respond
RE: Everyone Culture changes
Jennifer Rudenko
in tough
economic times
10/13/2012 8:17:20 PM
I have to agree with your comment 100% from first-hand experience. My boss, sadly, is frequently reminding us (his employees) that if we
have a complaint about work hours or low salary then "there's the door" he says with a gesture toward the exit, as if telling us we can leave
any time and he won't hesitate to stop us, that we are expendable and will be easily replaced. It is especially difficult as we see the
business, solely owned by my boss, continue to grow and be prosperous over the years yet our working conditions, salaries, bonuses,
etcetera have not risen in comparison. He tells us that in this economy we are "lucky to have a job to show up to". Even though we don't
agree with him, i think subconsciously it makes us scared to talk back or ask for more benefits because we see how willing he is to let us
go. It certainly has affected employee performance and morale.
Respond
RE: Everyone Culture
changes in
tough
economic
times
Lucy Zubek
10/14/2012 1:38:38 PM
Jennifer, it must be very uncomfortable for you and your co-workers to work in such unappreciated place. I am
wondering, what your boss would say if all of you decided to either take a week or two off without any warning or
simply quit all at once. What about reporting him to the BBB?
Respond
Edit
RE: Everyone Culture changes Ryan Mckinney
10/14/2012 3:45:27 PM
in tough
economic times
This is very true especially with the company I work for. They have such a high turnover rate but it does not seem to phase them because
they know that there will always be people looking for a job who are willing to take just about anything that comes their way merely
because they are unemployed. I have seen some good people let go over some dumb reasons in the past and the people they replace
them with can barely last a month. That is simply why I go to work, I find out what they need me to do, I do it, and then I go home. I do
not converse with others about anything that is not job related(I even eat my lunch in my car), and I rarely will ask for help because its rare
that I will actually get some. A lot of people that work with me are part time and they only work 4 days a week, so they can stay later to
get their work done, I however am full time and can never stay late because all it will do is set me behind for the next day. A lot of people
gripe cause I never stay past 7 to help them finish THEIR work, but I have my own work everyday that I always seem to get done on time,
so I view it as their OWN problem.
Respond
Conglomerate, Inc.
Scott Mccall
10/10/2012 11:45:37 PM
According to Conglomerate's OCI results their is a contrast between the cultural aspects expected by Conglomerate's leadership and
what the employees report as being expected in order to fit in to the organizational culture. Based on the results from the employees,
Conglomerate's organizational culture is perceived to be a defensive style based on aggressive tendencies focusing on task orientation
and security needs. The three cultural styles with the highest percentages are Avoidance (71%), Perfectionist (63%), and Oppositional
(63%). These styles combined to form a working environment where the employees are expected to be reactive, waiting for others to act
first in order to avoid any possibility of being blamed for a mistake, which leads employees to take on very few, if any risks. Also, the
employees feel they have to do everything perfectly, working long hours to avoid any mistakes, and point out mistakes made by their peers
to put themselves ahead. This defers from the ideal culture leadership expects within Conglomerate. Ideally, leadership wants a
constructive style focused on satisfaction needs. Based on the survey completed by leadership their were four key cultural styles
expected: Affiliative (93%), Humanistic/Encouraging (91%), Achievement (87%), Self-Actualizing (81%).
The most significant gap between management and the staff is in the Humanistic/Encouraging style. Here, the percentage based on
the management survey is 91%, while the percentage based on the staff survey is only 34%. The difference between the two percentiles
is 57, which is the widest gap of any of the cultural styles. With this style management clearly expects members of the organization to be
participative in the growth of the company, being supportive of each other, and to have an open flow of communication when dealing with
each other. However, according the employees the truth is opposite of this were the employees take minimal risk, avoid mistakes, while
pointing out the flaws of their peers.
Respond
Organizational Culture
Inventory
Larry Williams
10/11/2012 7:24:34 AM
According to the results of OCI from Conglomerate, Inc., under constructive style, the employees results are from from management
expectation. Out of the 4 categorizes under constructive styles, each category have a high gap between employee and management
results. In result of this inventory, there are chances lack of motivation and poor implement of training has taken placed. Also, poor
planning and monitoring organizational programs has been ineffective.
If I was to suggest, there is a chance that lack of knowledge on culture background is in placed; however, enhance managers' knowledge
of diversity and sustainability can be beneficial and improve performances within the organization.
Respond
OCI
Tara Miller
10/12/2012 5:31:11 PM
The current culture that is described by the members throughout the organization is avoidance,
perfectionistic, and oppositional. Avoidance will characterize an organization that does not reward
success but will punish mistakes. Employees will try to give their responsibilities to someone
else so that they will not be blamed if there is a mistake. A culture that is a perfectionist is one
in which the idea of being perfect, perseverance and hard work are the key values of the organizatio
Employees will then try to avoid making any mistakes, try to be excessively detailed
in tracking and will work extra-long hours to be able to meet goals that are not clearly defined.
Oppositional is one in which confronting others and being negative are being rewarded.
Employees who are overly critical will receive status and influence within the organization.
The current culture that is being described by management is affiliative, humanistic/encouraging,
and achievement. An affiliative organization is once that places priority on constructive
“interpersonal relationships.” Management believes that the employees are expected to be
cooperative and be friendly and open with their work groups. A humanistic/encouraging
organization is one that is person orientated and allows the employees to participate.
Management believes that they allow their employees to be supportive of one another.
An achievement organization is one that values the employees who are able to set and
accomplish their own goals.
The employees feel that they have to be negative and be perfect in order to be able to fit in.
This is not a culture that will produce satisfactory results because the employees are going to
be constantly looking over their shoulder.
Respond
Everyone - Call
this weekend if...
Professor Carr
10/13/2012 12:20:56 AM
We're coming down the home stretch for the final course papers. If you are looking for any additional material to add to your paper,
please do not hesitate to call me - I'm available all weekend to toss around ideas and help you out.
Thanks!
Michael
646.373.7040
Respond
Gaps
Tara Miller
10/13/2012 8:03:22 PM
Some of the most significant gaps between management and staff include the fact that they both
are not the same level when it comes to the culture of the company. I believe that the most
accurate perception would fall on the employees for the simple fact that management is always
going to select the answers that they would like to company to fall into. I know that when doing
the OCI for my organization, most of my answers were for “hopefuls” or selections on what could
make us better. This was not a deliberate selection but I did not realize that I was doing that until
I got to the end. I wanted the company that I work for to be representative of a positive culture
since, even though I am not management, my work involves constant communication with
management. So I am inherently wanting them to do better.
Respond