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ORGANISATIONAL CULTURE AND IR. B.V.L.NARAYANA SPTM/RSC/BRC. DATA FROM CREATIVITY COURSE. COMPETING VALUES FRAME WORK. Developed by QUINN and CAMERON Organizational culture assessment instrument Based on polarities Internal versus external focus Stability versus flexibility
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ORGANISATIONAL CULTURE AND IR B.V.L.NARAYANA SPTM/RSC/BRC
COMPETING VALUES FRAME WORK • Developed by QUINN and CAMERON • Organizational culture assessment instrument • Based on polarities • Internal versus external focus • Stability versus flexibility • Four types of culture
Types of organizational cultures • Clan Culture - internal focus and flexible A friendly workplace where leaders act like father figures.—all A’s • Adhocracy Culture - external focus and flexible A dynamic workplace with leaders that stimulate innovation—all B’s • Market Culture - external focus and controlled A competitive workplace with leaders like hard drivers –all C’s • Hierarchy Culture - internal focus and controlled A structured and formalized workplace where leaders act like coordinators—all D’s
Organizational culture • Six key aspects of culture • Dominant characteristics • Leadership • Management of employees • Organizational glue • Strategic emphasis • Criteria of success
Types of organizational cultures • Adhocracy • The Adhocracy has even greater independence and flexibility than the Clan, which is necessary in a rapidly changing business climate. • Where market success goes to those with greatest speed and adaptability, the adhocracy will rapidly form teams to face new challenges. It will use prototyping and experimenting rather than long, big-bang projects and development. • Leaders in an adhocracy are visionary, innovative entrepreneurs who take calculated risks to make significant gains.
Types of organizational cultures • Market • The Market organization also seeks control but does so by looking outward, and in particular taking note of transaction cost. • Note that the Market organization is not one which is focused just on marketing, but one where all transactions, internal and external are viewed in market terms. Transactions are exchanges of value. In an efficient market organization, value flows between people and stakeholders with minimal cost and delay. • Market cultures are outward looking, are particularly driven by results and are often very competitive. • Leaders in market cultures are often hard-driving competitors who seek always to deliver the goods.
Types of organizational cultures • Clan • The Clan organization has less focus on structure and control and a greater concern for flexibility. Rather than strict rules and procedures, people are driven through vision, shared goals, outputs and outcomes. • In contrast to Hierarchies, clans often have flat organizations and people and teams act more autonomously. • It has an inward focus and a sense of family and people work well together, strongly driven by loyalty to one another and the shared cause. Rules, although not necessarily documented, do still exist and are often communicated and inculcated socially. • Clan leaders act in a facilitative, supportive way and may take on a parental role.
Types of organizational cultures • Hierarchy • The hierarchy has a traditional approach to structure and control that flows from a strict chain of command as in Max Weber's original view of bureaucracy. For many years, this was considered the only effective way of organizing and is still a basic element of the vast majority of organizations. • Hierarchies have respect for position and power. They often have well-defined policies, processes and procedures. • Hierarchical leaders are typically coordinators and organizers who keep a close eye on what is happening.
Types of organizational cultures • The Organization Culture Assessment Instrument (OCAI) • The OCAI is a simple questionnaire that has six categories in which you distribute 100 points between four sub-items for each that represent the four Competing Values cultures, where: • Type A style indicates a Clan culture • Type B style indicates an Adhocracy culture • Type C style indicates a Market culture • Type D style indicates a Hierarchy culture
ANALYSIS AT n=22 • ALL want reduction in command and control • Maximum shown by traffic,accounts, mechanical, S&T. least by medical, electrical • All want increase in clan culture, mentorship, freedom to do, autonomy • Maximum wanted by accounts, S&T and Traffic. Least by electrical
Analysis at n=22 • All want an increase in Adhocracy • Freedom, promote idea generation and innovation. Maximum by Traffic, mechanical, electrical. Least by engineering, medical • Most of the departments want a marginal reduction on emphasis on market culture except Traffic which wants an increase
DIMENSIONS OF LEARNING CULTURE • Continuous learning at individual level • Dialogue and enquiry at individual level • Team learning • Capture learning • Empowerment • Connect organization • Leadership for learning • Financial performance • Knowledge performance
Analysis at n=150 • All departments perceive high degree of hierarchy- most by accounts, security; least by stores—all want reduction by 33% • All departments perceive very low adhocracy- maximum by personnel, accounts and medical—least by stores—all want increase • All departments want increase in clan culture-except security • Personnel, accounts, S&T want marginal reduction in market orientation
Analysis at N=179 • Length of service as unit of analysis • Hierarchy dominates—least >30 years service—bell shaped curve—all want decrease , bell shaped—maximum at >15 years • All want increase in clan—”u” shaped curve—least at 11-15 years • All want increase in adhocracy except>30 years service—different sub cultures across administrative levels
Analysis at n=179 • Department as unit of analysis • Hierarchy dominant characteristic—least stores, highest security, mechanical, accounts, medical above average • Clan is next, least is adhocracy—highest in stores, security • All want decrease in hierarchy—maximum traffic, personal, mechanical • All want increase in adhocracy—maximum personnel, traffic • All want increase in clan-except security-maximum-mechanical. Accounts, traffic • All want some degree of balancing between four dimensions
Analysis at n=179 • Administrative levels—courses • Hierarchy dominant—maximum in AMP, medical, functional— • lowest adhocracy---higher levels in BFP—low in AMP • Want reduction in hierarchy and increase in clan- maximum in AMP, functional for hierarchy and functional and stores for clan • MDP,AMP want increase in all dimensions except hierarchy and increase is more in AMP– indicative of increase in conservatism and cynicism—lack of learning • BFP feels present situation OK want marginal reduction in hierarchy, adhocracy and market orientation and increase in clan—stores BFP increase in clan and adhocracy and reduction in market orientation
ANALYSIS --TRENDS • N=11 CREATVITY COURSE • PA+VE, PD –VE, PB+VE(Medical), PC-VE(traffic) • N=22 creativity and KM • PA+VE,PB+VE,PC-VE(Traffic ), PD-VE • N=33—AMP • PD-VE(stores), PA+VE(traffic, security, stores, others), PB+ve(stores), PC+VE(Personnel) • N=55 all courses • PA+VE(stores, security), PB+VE(stores), PC+VE(personnel, medical), PD-VE(stores)
