Organizational Culture

1. Organizational Culture Karine Barzilai-Nahon Day MSIM – Management of Information Organizations

2. Organizational Culture – One definition A system of shared meaning held by members that distinguishes the organization from others. The system of shared meaning is a set of key characteristics that the organization values.

3. Schein Model of Organizational Culture • Artifacts – The most visible level of the culture. Refers to its constructed physical and social environment. • Values – The normative facet – what “ought” to be (as opposed to what is). • Basic Assumptions – shared by members of the organization, that operate unconsciously, in a “taken-for-granted” fashion.

4. Organizational Culture • Subcultures: Cultures existing within parts of organizations rather than entirely throughout them. • Dominant Culture: The distinctive, overarching “personality” of an organization (usually shared by the majority of members) • Strong Culture: Many basic assumptions to more members… • Toxic Organizational Cultures: Organizational cultures in which people feel that they are not valued. • Healthy Organizational Cultures: Organizational cultures in which people feel they are valued.

5. Core Organizational Values

6. Functional Boundary-defining role Conveys a sense of identity Facilitates the generation of commitment Enhances social system stability Sense-making and control mechanism Dysfunctional Shared values donotagree with organization’s effectiveness Environment is dynamic Entrenched culture in rapidchange Hinders ability to respond to changes Effects ofOrganizational Culture

7. The Double S Cube • A system of categorizing four types of organizational culture by combining two dimensions – sociability and solidarity. Each of the four resulting cultural types can be both positive and negative in nature. • Sociability: A dimension of the double S cube characterized by the degree of friendliness typically found among members of an organization. • Solidarity: A dimension of the double S cube characterized by the degree to which people in an organization share a common understanding of the tasks and goals about which they are working.

8. The Double S Cube

9. Four Organizational Cultures • Networked Culture: this type of organizational culture is characterized by high levels of sociability and low levels of solidarity. • Mercenary Culture: this type of organizational culture is characterized by a low degree of sociability and a high degree of solidarity. • Fragmented Culture: this type of organizational culture is characterized by a low degree of sociability and a low degree of solidarity. • Communal Culture: In the double S cube, this type of organizational culture is characterized by both a high degree of sociability and a high degree of solidarity.

10. Assessing Organizational Culture

11. Transmitting Culture (Artifacts) • Symbols: Objects that say more than meets the eye • Slogans: Phrases that capture organizational culture • Stories: “In the old days, we used to . . .” • Jargon: The special language that defines a culture • Ceremonies: Special events that commemorate corporate values • Statements of Principle: Defining culture in writing

12. Famous Slogans

13. How Culture Changes • Composition of the workforce • Mergers and acquisitions • Planned organizational change • Responding to the environment and technology

14. Socialization Socialization • The process that helps new employees adapt to the organization’s culture. • The diversity paradox