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Organizational Culture

Organizational Culture. Adapted from Ed Schein’s work on organizational culture by David W. Jamieson, 1993 Presented to CSUN Mgt 450 – Instructor Jeanne Hartley. Culture is. The milieu of the organization The norms of behavior The patterned set of values and beliefs The personality

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Organizational Culture

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  1. Organizational Culture Adapted from Ed Schein’s work on organizational culture by David W. Jamieson, 1993 Presented to CSUN Mgt 450 – Instructor Jeanne Hartley

  2. Culture is • The milieu of the organization • The norms of behavior • The patterned set of values and beliefs • The personality • “The Way We Do Things Around Here”

  3. Culture is important because it: • Provides meaning • Contributes to identity • Establishes coherence and order • Shapes and guides behavior • Influences organizational success

  4. Components of Culture • Meaning • Values: • Collective valuing concerning rightness, success, orientation towards people, management philosophy, fairness, etc. • Beliefs and Assumptions: • Closely held perspectives concerning what is real, what counts, how things happen, how things and people are related, what’s possible, etc.

  5. Components of Culture • Manifest • Linguistic: • Specific language, jargon, slogans, mottos and acronyms, etc. • Symbolic: • Specific artifacts, logos, décor, facilities, causes, ect. • Historic: • Specific stories, myths, sagas, legends about founders, key leaders, heroes “bad guys” • Ritualistic: • Special rites, rituals and ceremonies, rewarding behavior celebrating success, etc. • Normative: • Rules and norms about what is right, wrong, allowed, ethical, good, etc.

  6. How is Cultured Embedded and Transmitted? • Primary Mechanisms: • What leaders pay attention to, measure, control, react to emotionally. • How leaders react to crises or critical incidents, e.g. insubordination. • Role modeling, teaching, coaching by leaders • Criteria for allocating of rewards & status • Criteria for recruitment, selection, promotion, retirement & excommunication

  7. What supports and stabilizes culture? • The organization's design and structure • Recurring systems and procedures • Design of physical space • Stories about important people and events • Formal statements of organization philosophy, creeds, charters, etc.

  8. What problems does culture solve? • External adoption, survival issues • Means to be used; structures and processes • Criteria for measuring results • Remedial or repair strategies

  9. Problems culture solves, cont. • Internal integration issues • Common language, focus, time and space concepts • Group boundaries: criteria for inclusion • Stratifications: Criteria for allocation of influence, power and authority. • Peer relationships, criteria for intimacy, friendship, love • Criteria for allocation of rewards & punishments Workable solutions gradually become abstracted into basic underlying assumptions.

  10. Culture – Values in Operation • Evident in policies, systems and practices • Can be understood through the use of certain language, humor, stories, symbols, ceremonies and rituals • What is allowed, condemned and ignored • Culture is evident in decision-making, promotions, inclusion / exclusion

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