Copyright 1999 by Brent Smith, Ph.D. Micro-Organizational Behavior: Organizational Culture.

Copyright 1999 by Brent Smith, Ph.D.Copyright 1999 by Brent Smith, Ph.D.

Micro-Organizational Behavior:Micro-Organizational Behavior:Organizational CultureOrganizational Culture


Organizational CultureOrganizational CultureBasic DefinitionsBasic Definitions

• The informal set of values and norms that controls The informal set of values and norms that controls the way people and groups in an organization the way people and groups in an organization interact with each other and with people outside interact with each other and with people outside the organization—George and Jonesthe organization—George and Jones

• A cognitive framework consisting of attitudes, A cognitive framework consisting of attitudes, values, behavioral norms, and expectations shared values, behavioral norms, and expectations shared by an organization’s members—Greenberg and by an organization’s members—Greenberg and BaronBaron

• A belief system shared by an organization’s A belief system shared by an organization’s members—Moorehead and Griffinmembers—Moorehead and Griffin


Characteristics of CultureCharacteristics of Culture

• CollectiveCollective

• Emotionally chargedEmotionally charged

• Historically basedHistorically based

• Symbolic Symbolic

• FuzzyFuzzy

• DynamicDynamic


What is the purpose of Organizational What is the purpose of Organizational Culture?Culture?

• Maintains the social orderMaintains the social order

• Manages uncertaintyManages uncertainty

• Creates continuity/collective identityCreates continuity/collective identity

• Generates commitment to the missionGenerates commitment to the mission

• Enhances social system stabilityEnhances social system stability

• Sense-makingSense-making


Cultures within OrganizationsCultures within Organizations

• Dominant culture—the distinctive, Dominant culture—the distinctive, overarching “personality” of the overarching “personality” of the organizationorganization

• Subculture—cultures existing within parts Subculture—cultures existing within parts of an organization rather than entirely of an organization rather than entirely throughout itthroughout it


The Origins of CultureThe Origins of Culture

• ““The people make the place”—Schneider The people make the place”—Schneider (1987)(1987)– Role of the founderRole of the founder– Attraction-Selection-AttritionAttraction-Selection-Attrition– Socialization/EnculturationSocialization/Enculturation

• Other influencesOther influences– Internal integrationInternal integration– External adaptationExternal adaptation


SocializationSocialization

• Smoothes the rough edges (refines fit)Smoothes the rough edges (refines fit)

• Stages of socializationStages of socialization– AnticipatoryAnticipatory– AccommodationAccommodation– Role ManagementRole Management

• Socialization need not be formal!Socialization need not be formal!


Socialization (cont.)Socialization (cont.)

• Stories (just like fables)Stories (just like fables)• Rituals and CeremoniesRituals and Ceremonies

– Rites of passageRites of passage– Rites of integrationRites of integration– Rites of enhancementRites of enhancement– Rites of degradationRites of degradation

• Symbols (including slogans)Symbols (including slogans)• Language (specialized jargon)Language (specialized jargon)• HeroesHeroes• Reward/punishmentReward/punishment


Strength of CultureStrength of Culture

• Cultural strength—the degree of Cultural strength—the degree of “sharedness” of the organization’s values“sharedness” of the organization’s values

• Indexes the homogeneity of the cultureIndexes the homogeneity of the culture

• Cultures range from strong to weakCultures range from strong to weak

• Would you want a strong or weak culture?Would you want a strong or weak culture?– What are the trade-offs?What are the trade-offs?


The Levels of CultureThe Levels of Culture

• Artifacts—surface level characteristics; Artifacts—surface level characteristics; obvious to everyone (hard to decipher)obvious to everyone (hard to decipher)

• Values—not obvious but you can measure Values—not obvious but you can measure these by consensus (goals, philosophies, these by consensus (goals, philosophies, etc.)etc.)

• Basic Underlying Assumptions—can only Basic Underlying Assumptions—can only infer what the basic assumptions are; these infer what the basic assumptions are; these are taken-for-granted; pre-conscious. are taken-for-granted; pre-conscious.


How do we study culture?How do we study culture?

• EthnographyEthnography– Become a participant observerBecome a participant observer

• Survey ResearchSurvey Research– Ask people about their valuesAsk people about their values

• Which is better?Which is better?


What about Subcultures?What about Subcultures?

• What circumstances cause subcultures?What circumstances cause subcultures?– Structure/SizeStructure/Size– VocationsVocations– GeographyGeography

• Can you have subcultures at odds with the Can you have subcultures at odds with the dominant culture?dominant culture?

• Are subcultures functional?Are subcultures functional?


Culture and InertiaCulture and Inertia

• Over time culture tends to dominate Over time culture tends to dominate organizations—structure, process, strategy, organizations—structure, process, strategy, peoplepeople

• This creates immense inertiaThis creates immense inertia

• Culture can inhibit changeCulture can inhibit change

• Culture can lead to an organizations Culture can lead to an organizations downfall (the Icarus paradox)downfall (the Icarus paradox)


How do you change culture?How do you change culture?

• You can’t just change the symbols!You can’t just change the symbols!

• You can’t just espouse different values!You can’t just espouse different values!

• How do you change the basic underlying How do you change the basic underlying assumptions of people—you change the assumptions of people—you change the people.people.– Cultures clashing: Mergers and AcquisitionsCultures clashing: Mergers and Acquisitions

• You also must change structure and processYou also must change structure and process


Four Types of CulturesFour Types of Cultures

NetworkedNetworked CommunalCommunal

FragmentedFragmented MercenaryMercenary

Solidarity

Soc

iabi

lity


Organizational Culture: A final Organizational Culture: A final definitiondefinition

• A pattern of shared basic assumptions that A pattern of shared basic assumptions that the group learned as it solved its problems the group learned as it solved its problems of external adaptation and internal of external adaptation and internal integration, that has worked well enough to integration, that has worked well enough to be considered valid and, therefore, to be be considered valid and, therefore, to be taught to new members as the correct way taught to new members as the correct way to perceive, think, and feel in relation to to perceive, think, and feel in relation to those problems.—Edgar Schein (1990)those problems.—Edgar Schein (1990)


Organizational Climate:Organizational Climate:A Related ConstructA Related Construct

• Developed from Psychology not AnthropologyDeveloped from Psychology not Anthropology• Climate represents people’s descriptions of the Climate represents people’s descriptions of the

routines and rewards in their organizationroutines and rewards in their organization• People attach meaning to their perceptions of People attach meaning to their perceptions of

events in their organizationevents in their organization• Climate primarily represents what gets rewarded Climate primarily represents what gets rewarded

in an organizationin an organization• Organizations can have multiple climatesOrganizations can have multiple climates

Copyright 1999 by Brent Smith, Ph.D. Micro-Organizational Behavior: Organizational Culture.

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Transcript of Copyright 1999 by Brent Smith, Ph.D. Micro-Organizational Behavior: Organizational Culture.