• Organizational Culture
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Industrial and organizational psychology - Organizational culture
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Organizational culture
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Industrial and organizational psychology - Organizational culture
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There are three levels of organizational
culture: artifacts, shared values, and basic
beliefs and assumptions
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Industrial and organizational psychology - Organizational culture
In addition to an overall culture,
organizations also have subcultures.
Examples of subcultures include
corporate culture, departmental
culture, local culture, and issuerelated culture. While there is no
single "type" of organizational
culture, some researchers have
developed models to describe
different organizational cultures.
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Industrial and organizational psychology - Organizational culture
Organizational culture has been
shown to have an impact on important
organizational outcomes such as
performance, attraction, recruitment,
retention, employee satisfaction, and
employee well-being. Also,
organizations with an adaptive culture
tend to perform better than
organizations with an unadaptive
culture.
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Organization studies - Organizational Culture
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There are two broad approaches
of organizational culture.
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Organization studies - Organizational Culture
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Edgar Schein developed a model for
understanding organizational culture
and identified three levels of
organizational culture:
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Organization studies - Organizational Culture
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Typologies of organizational culture
identified specific organisational
culture and related these cultures to
performanceKotter, John and Heskett,
James L. (1992) Corporate Culture and
Performance, Free Press; ISBN 0-02918467-3 or effectivenessDenison,
Daniel R. (1990) Corporate culture and
organizational effectiveness, Wiley. of
the organization.
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Organizational culture
Organizational culture affects the way
people and groups interact with each
other, with clients, and with stakeholders.
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Organizational culture
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The organizational culture may also
have negative and positive aspects.
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Organizational culture - Usage
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Organizational culture refers to culture in
any type of organization be it school,
university, not-for-profit groups,
government agencies or business entities.
In business, terms such as 'corporate
culture' and 'company culture' are
sometimes used to refer to a similar
concept,.
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Organizational culture - As a part of organization
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When one views organizational culture
as a variable, one takes on the
perspective that culture is something
possessed by an organization
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Organizational culture - Types
Several methods have been used to
classify organizational culture. While there
is no single type of organizational culture
and organizational cultures vary widely
from one organization to the next,
commonalities do exist and some
researchers have developed models to
describe different indicators of
organizational cultures. Some are
described below:
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Organizational culture - O'Reilly, Chatman, and Caldwell
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The model is also suited to measure how
organizational culture effects
organizational performance, as it
measures most efficient persons suited in
an organization and as such organization's
can be termed as good organizational
culture.
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Organizational culture - O'Reilly, Chatman, and Caldwell
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2 This is done through instrument like
Organizational Culture Profile (OCP) to
measure employee commitment.
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Organizational culture - O'Reilly, Chatman, and Caldwell
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Daniel Denison’s model (1990) asserts
that organizational culture can be
described by four general dimensions –
Mission, Adaptability, Involvement and
Consistency. Each of these general
dimensions is further described by the
following three sub-dimensions:
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Organizational culture - Deal and Kennedy
Deal and Kennedy (1982) defined
organizational culture as the way things get
done around here.
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Organizational culture - Edgar Schein
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According to Edgar Schein|Schein (1992),
culture is the most difficult organizational
attribute to change, outlasting
organizational products, services,
founders and leadership and all other
physical attributes of the organization. His
organizational model illuminates culture
from the standpoint of the
observation|observer, described by three
cognitive levels of organizational culture.
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Organizational culture - Edgar Schein
Artifacts comprise the physical
components of the organization that
relay cultural meaning. Daniel R.
Denison|Daniel Denison (1990)
describes artifacts as the tangible
aspects of culture shared by members
of an organization. Verbal, behavioral
and physical artifacts are the surface
manifestations of organizational
culture.
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Organizational culture - Edgar Schein
Surveys and casual interviews with
organizational members cannot draw out
these attributes—rather much more indepth means is required to first identify
then understand organizational culture at
this level
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Organizational culture - Edgar Schein
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Merely understanding culture at the
deepest level may be insufficient to
institute cultural change because the
dynamics of interpersonal
relationships (often under threatening
conditions) are added to the dynamics
of organizational culture while
attempts are made to institute desired
change.
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Organizational culture - Factors and elements
Gerry Johnson (1988) described a
cultural web, identifying a number of
elements that can be used to describe
or influence organizational culture:
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Organizational culture - Factors and elements
External adaptation reflects an
evolutionary approach to organizational
culture and suggests that cultures develop
and persist because they help an
organization to survive and flourish
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Organizational culture - Factors and elements
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Organizational culture is shaped by multiple factors,
including the following:
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Organizational culture - Communicative Indicators
There are many different types of
communication that contribute in creating
an organizational culture:Islam, Gazi and
Zyphur, Michael. (2009). Rituals in
organizatinios: A review and expansion of
current theory. Group Organization
Management. (34), 1140139.
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Organizational culture - Communicative Indicators
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*Rites and ceremonies combine stories,
metaphors, and symbols into one. Several
different kinds of rites that affect
organizational culture:
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Organizational culture - Schemata
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Stanley G. Harris (1994) argues that
five categories of in-organization
schemata are necessary for
organizational culture:
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Organizational culture - Schemata
Organizational culture is created
when the schematas (schematic
structures) of differing individuals
across and within an organization
come to resemble each other (when
any one person's schemata come to
resemble another person's schemata
because of mutual organizational
involvement), primarily done through
organizational communication, as
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Organizational culture - Healthy organizational cultures
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Organizations should strive for what is
considered a healthy organizational
culture in order to increase
productivity, growth, efficiency and
reduce counterproductive behavior and
turnover of employees. A variety of
characteristics describe a healthy
culture, including:
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Organizational culture - Healthy organizational cultures
Additionally, performance oriented
cultures have been shown to possess
statistically better financial growth.
Such cultures possess high employee
involvement, strong internal
communications and an acceptance and
encouragement of a healthy level of risktaking in order to achieve innovation.
Additionally, organizational cultures that
explicitly emphasize factors related to
the demands placed on them by industry
technology and growth will be better
performers in their industries.
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Organizational culture - Charles Handy
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Charles Handy (1976), popularized Roger
Harrison (1972) with linking organizational
structure to organizational culture. The
described four types of culture are:Enrique
Ruiz,
[http://books.google.bg/books?id=VZ_uPn
C6kTIClpg=PP1hl=bgpg=PP1#v=onepage
qf=false Discriminate Or Diversify],
PositivePsyche.Biz Corp, 2009
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Organizational culture - Kim Cameron and Robert Quinn
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Kim S. Cameron|Kim Cameron and
Robert Quinn (1999) made a research
on organizational effectiveness and
success. Based on the Competing
Values Framework, they developed
the Organizational Culture
Assessment Instrument that
distinguishes four culture types.
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Organizational culture - Kim Cameron and Robert Quinn
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Cameron Quinn designated six key
aspects that will form organizational
culture which can be assessed in the
Organizational Culture Assessment
Instrument (OCAI) thus producing a
mix of the four archetypes of culture.
Each organization or team will have
its unique mix of culture types.
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Organizational culture - Kim Cameron and Robert Quinn
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By assessing the current organizational
culture as well as the preferred situation,
the gap and direction to change can be
made visible as a first step to changing
organizational culture.
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Organizational culture - Robert A. Cooke
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Robert A. Cooke defines culture as the
behaviors that members believe are
required to fit in and meet expectations
within their organization. The
Organizational Culture Inventory
measures twelve behavioral norms that
are grouped into three general types of
cultures:
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Organizational culture - Entrepreneurial organizational culture
An Entrepreneurial Organizational
Culture (EOC) is a system of shared
values, beliefs and norms of members
of an organization, including valuing
creativity and tolerance of creative
people, believing that innovating and
seizing market opportunities are
appropriate behaviors to deal with
problems of survival and prosperity,
environmental uncertainty, and
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Organizational culture - Tribal culture
David Logan and coauthors have
proposed in their book Tribal
Leadership that organizational
cultures change in stages, based on an
analysis of human groups and tribal
cultures. They identify five basic
stages:
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Organizational culture - Tribal culture
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This model of organizational culture
provides a map and context for
leading an organization through the
five stages.
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Organizational culture - Personal and organizational culture
Organizational culture is taught to the
person as culture is taught by his/her
parents thus changing and modeling
his/her personal culture.Cindy Gordon,
[http://www.camagazine.com/archives/print
-edition/2008/januaryfebruary/regulars/camagazine5413.aspx
Cashing in on corporate culture], CA
magazine, January–February 2008 Indeed
employees and people applying for a job
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Organizational culture - Impacts
Research suggests that numerous
outcomes have been associated either
directly or indirectly with organizational
culture. A healthy and robust
organizational culture may provide various
benefits, including the following:
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Organizational culture - Impacts
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The sustained superior performance of
firms like IBM, Hewlett-Packard, Procter
Gamble, and McDonald's may be, at least
partly, a reflection of their organizational
cultures.
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Organizational culture - Impacts
Denison, Haaland, and Goelzer (2004)
found that culture contributes to the
success of the organization, but not all
dimensions contribute the same. It was
found that the impacts of these
dimensions differ by global regions, which
suggests that organizational culture is
impacted by national culture. Additionally,
Clarke (2006) found that a safety climate
is related to an organization’s safety
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Organizational culture - Impacts
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Organizational culture is reflected in
the way people perform tasks, set
objectives, and administer the
necessary resources to achieve
objectives. Culture affects the way
individuals make decisions, feel, and
act in response to the opportunities
and threats affecting the organization.
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Organizational culture - Impacts
It has been proposed that
organizational culture may impact the
level of employee creativity, the
strength of employee motivation, and
the reporting of unethical behavior,
but more research is needed to
support these conclusions.
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Organizational culture - Impacts
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Organizational culture also has an impact on
recruitment and retention. Individuals tend to
be attracted to and remain engaged in
organizations that they perceive to be
compatible. Additionally, high turnover may
be a mediating factor in the relationship
between culture and organizational
performance. Deteriorating company
performance and an unhealthy work
environment are signs of an overdue cultural
assessment.
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Organizational culture - Change
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When an organization does not possess a
healthy culture or requires some kind of
organizational culture change, the change
process can be daunting
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Organizational culture - Change
There are a number of methodologies
specifically dedicated to organizational
culture change such as Peter Senge’s
Fifth Discipline. These are also a variety of
psychological approaches that have been
developed into a system for specific
outcomes such as the Fifth Discipline’s
learning organization or Directive
Communication’s corporate culture
evolution. Ideas and strategies, on the
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Organizational culture - Change
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Prior to a cultural change initiative, a
needs assessment is needed to
identify and understand the current
organizational culture. This can be
done through employee surveys,
interviews, focus groups, observation,
customer surveys where appropriate,
and other internal research, to further
identify areas that require change.
The company must then assess and
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Organizational culture - Change
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Besides institutionalization, deification
is another process that tends to occur
in strongly developed organizational
cultures
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Organizational culture - Mergers, organizational culture, and cultural leadership
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One of the biggest obstacles in the way of
the merging of two organizations is
organizational culture. Each organization
has its own unique culture and most often,
when brought together, these cultures
clash. When mergers fail employees point
to issues such as identity, communication
problems, human resources problems,
ego clashes, and inter-group conflicts,
which all fall under the category of cultural
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Organizational culture - Corporate subcultures
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Roger Harrison's four-culture typology, and
adapted by Charles Handy, suggests that
unlike organizational culture, corporate
culture can be 'imported'
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Organizational culture - Critical views
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Parker (2000) has suggested that many
of the assumptions of those putting
forward theories of organizational
culture are not new
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Organizational culture - Critical views
Organizations are the product of
organizational culture, we are
unaware of how it shapes behavior and
interaction (also recognized through
Scheins (2002) underlying
assumptions) and so how can we
categorize it and define what it is?
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Onboarding - Knowledge of organizational culture
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Overall, knowledge of organizational
culture has been linked to increased
satisfaction and commitment, as well
as decreased turnover.Klein, H
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Organizational safety - Organizational Culture and Climate
More basic, organizational culture
has been described as the specific
collection of values and norms that
are shared by people and groups in an
organization and that control the way
they interact with each other and with
Stakeholder (corporate)|stakeholders
outside the organization.Charles W
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Organisation climate - Organizational culture
Organizational culture tends to be
shared by all or most members of
some social group; is something that
older members usually try to pass on
to younger members; shapes behavior
and structures perceptions of the
world. Cultures are often studied and
understood at a national level, such as
the United States|American or French
people|French culture.
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Edgar Schein - Schein's organizational culture model
Schein's model of organizational
culture originated in the 1980s. Schein
(2004) identifies three distinct levels in
organizational cultures:
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Edgar Schein - Schein's organizational culture model
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Schein's Model of Organizational
Culture.
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Animal culture - Organizational culture
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Toward a Theory of Organizational
Culture and Effectiveness
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Innovation leadership - Innovative Organizational Culture/Climate
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Organizational culture and transformational
leadership as predictors of business unit
performance
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Innovation leadership - Innovative Organizational Culture/Climate
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Organizational culture refers to the deep
structure, the normative beliefs, and
shared behavioral expectations in an
organization. This culture is fairly
constant and can have an influence on
the interorganizational relations that
occur. Climate refers to the way that
individuals perceive the extent to which
the organizational culture impacts them.
The two essentially are interrelated. One
proposed model for assessing a creative
environment in organizations includes
the following dimensions:
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Organisational theory - Organizational culture
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Edgar Schein developed a model for
understanding organizational culture
and identified three levels of
organizational culture:
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