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Embedding Culture

Embedding Culture. Team Presentation October 3, 2012 Vickie Delaney Jocelyn Harris Bethany Hall Ryan Mouch. HOW CULTURES EMERGE IN NEW GROUPS. Chapter 12 Summary Team 1 Bethany, Jocelyn, Ryan, Victoria. How Does A Group Develop A Common Way Of Thinking?.

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Embedding Culture

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  1. Embedding Culture Team Presentation October 3, 2012 Vickie Delaney Jocelyn Harris Bethany Hall Ryan Mouch

  2. HOW CULTURES EMERGE IN NEW GROUPS Chapter 12 Summary Team 1 Bethany, Jocelyn, Ryan, Victoria

  3. How Does A Group Develop A Common Way Of Thinking? It begins with a small group interacting with each other as the result of: • An Environmental accident. • A decision to bring a group of people together for some purpose. • Or an advertised event or common experience.

  4. Table 12.1 Stages of Group Evolution

  5. Those Before Us Designed Our Infrastructure They built and used motor cars powered by Petroleum Demanded an built the roads relative for using cars. Their purposes are acted out by us today as well as unintended consequences.

  6. Building New Norms Around Authority Form team relationship guidelines or team norms early. Once developed, team norms are used to guide team member behavior.

  7. Which Norms Survive? The Role of Experience and Learning Stage 1: Reality Test and Catharsis Stage 2: Building Norm Around Intimacy Implicit Norms Subjective Norms: Personal Norms: • Injunctive Norms • Descriptive Norms • Explicit Norms

  8. Stages 3: Stage 4:The Role of Experience and Learning • Group Work and Functional Familiarity • Group Maturity

  9. In Summary Every group must solve: Member identity. Common goals, and the mechanisms of influence. How to manage anger and love around authority and intimacy.

  10. How Founders/Leaders Create Organizational Cultures • Cultures come from 3 major sources: • The beliefs, values, and assumptions of founders of organizations • The learning experiences of group members as their organization evolves • New beliefs, values, and assumptions brought in by new members and new leaders Thanks to: 1776coalition.com

  11. How Founders/Leaders Create Organizational Cultures • New ideas need to tested – even ones by the leaders! • Always be ready for change – even if it is difficult • Leadership is extremely important to success of cultures.

  12. Have you ever experienced this?

  13. How Leaders Embed Culture

  14. 6 Powerful Ways to Culture!! • Pay Attention-how, what , when, where, why • Rewards • Allocate Resources • Be a role model • Crisis • Recruit, promote, fire

  15. CONFLICTED- INCONSISTENT • Leads to • subcultures/ countercultures • Say one thing – do another • Embarrass a subordinate • Play Favorites/ family- Steinberg

  16. Another viewpoint • In Communication and Organizational Culture, Joanne Keyton states that “the strategic and spontaneous, intentional and unintentional, formal and informal, and verbal and nonverbal interactions of organizational members create an organizations culture”. • Keyton, J 2005. Communication and Organizational Culture. Thousand Oaks, CA: Sage

  17. Other ways cultured is embedded • MESSAGES: • What is the structure? The hierarchy? • Are there specific procedures and rituals? • What does the building look like? How are the offices arranged? • Are there stories told about the boss or others? • Is there a mission and a vision? • MANAGECOMMUNICATION TO CONTROL

  18. Manage change • To manage change you must recognize and use all these or there will be failure • May result in subcultures or countercultures • (image courtesy: dancarman.blogspot.com)

  19. The Changing Role of Leadership in Organizational “Midlife” Differentiation and the Growth of Subcultures Organizations will undergo a process of differentiation as they age and grow, creating smaller units that begin to form subcultures. • Functional/occupational differentiation • Geographical decentralization • Differentiation by product, market, or technology • Divisionalization • Differentiation by hierarchical level

  20. The Changing Role of Leadership in Organizational “Midlife” • When organizations are successful, it is necessary for them to age and grow. • They must differentiate themselves into functional, geographical, production, market, and hierarchical units. • It is the job of the leader to recognize this and facilitate this growth under the company’s value system.

  21. Culture Change • Culture change happens differently at each stage of an organizations “life” • Early on, the founder embeds his assumptions and values • At mid life, outside managers, “hybrids” may be brought in that create culture change • Founders step down and appoint new leaders and this causes culture change

  22. Siena Heights Baseball • Turnover every year with a new coach • Graduate Assistant program lasts only 2 years • One player will have anywhere between 6-8 coaches in four-year career • Each coach brings in different assumptions • Transition can often be difficult • “I have had six different coaches in three years. Each one has a different style of coaching and different philosophies. It is tough to get into a rhythm from year to year so I try to take what I have learned from each and do what works for me.” –Anonymous SHU junior

  23. Culture Change • The older and more established an organization is the more difficult to change the organizational culture • Change can also come about because of crisis, scandal and explosion of myths- things hidden suddenly become public • After a major crisis or scandal, turnaround or a rapid transformation happens

  24. Crisis Brought Basic Assumptions Into Consciousness Through Bankruptcy Proceedings • Rumors of key layoffs • People leaving Delphi for other employment • Management telling us no more layoffs Thermal Imaging Simulation

  25. Next Exit • Departments are losing bids • My manager announced he is leaving after twenty five years at Delphi. • Delphi files bankruptcy in 2005.

  26. Culture Change through Scandal • Delphi has also been plagued by an accounting scandal that the FBI and the Security exchange commission were investigating

  27. Death of a culture • Merger and acquisitions- 2 cultures brought together • One generally dominates • The other may push back • In rare instances the companies continue to operate independently • Destruction and rebirth- the ultimate end to a culture, key persons are removed from the group and new ones inserted

  28. References Bluden, Andy. January 2007 Can an organization have an intention? http;//home.mira.net/ ~andy/works/intentions.htm Heathfield, Susan M. How to Create Team Norms Adopting Guidelines for Team Member Relationships http://humanresources.about.com/od/teambuilding/ht/group_norms.htm

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