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Assessing Organizational Culture: Moving Towards Organizational Change and Renewal Carol ShepstoneLyn Currie Head, Access ServicesHead, Education Library.

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Presentation on theme: "Assessing Organizational Culture: Moving Towards Organizational Change and Renewal Carol ShepstoneLyn Currie Head, Access ServicesHead, Education Library."— Presentation transcript:

1 Assessing Organizational Culture: Moving Towards Organizational Change and Renewal Carol ShepstoneLyn Currie Head, Access ServicesHead, Education Library

2 Presentation Outline  Why assess organizational culture  The U of S Library case study  Our methodology  Our results  Conclusions from case study  Moving from assessment to change management

3 Why assess organizational culture?  Defining organizational culture … a collective understanding, a shared and integrated set or perceptions, memories, values and attitudes that have been learned over time and which determine the expectations of behavior that are taught to new members in their socialization into the organization.  Impact of culture Culture gives identity, provides collective commitment, builds social system stability and allows people to make sense of the organization (Sannwald, 2000)  Understanding culture for organizational change

4 Context for our research  Search for a Dean of the Library  Leadership needs  Current organizational culture of the library  Socialization of new librarians  Appointment of 15 “new” librarians  Impact of organizational culture on work of librarians  Facilitating effective work performance and success  Transformation of the U of S Library  Revised standards for tenure and promotion  Strategic planning

5 Applying the Competing Values Framework  Provides:  Theoretical framework for understanding culture  Organizational Culture Assessment Instrument (OCAI) - a validated instrument for diagnosing culture  Systematic strategy for changing culture  Advantages:  Easy to apply and easy to understand  Graphic representation of dominant cultures  Identifies subcultures  Provides benchmark – comparable data

6 Cameron, Kim S. and Robert Quinn. Diagnosing and Changing Organizational Culture: Based on the Competing Values Framework. Rev. Ed. Jossey-Bass Business & Management Series. Jossey-Bass: San Francisco, 2006.

7 U of S Case Study

8 1. Questionnaire  Demographic data  Plotting the current organizational culture profile  Plotting the preferred organizational culture  Assessing workplace factors that support or impede performance 2. Structured interviews with all pretenured librarians

9 Organizational Culture Assessment Instrument (OCAI) 2.1 Dominant Characteristics (Divide 100 points) A. ____________Library A is a very personal place. It is like an extended family. People seem to share a lot of themselves. B. ____________Library B is a very dynamic and entrepreneurial place. People are willing to stick their necks out and take risks. C. ____________Library C is a very formalized and structured place. Policies and procedures generally govern what people do. D._____________Library D is very competitive in orientation. A major concern is with getting the job done. People are very production oriented.

10 Our Results

11 Our results  Challenges in working with a small population  24 of 36 librarians responded – 67% response rate  12 of 13 pretenured librarians  12 of 23 tenured librarians  8 of 13 pretenured librarians interviewed

12 Current organizational profile

13 Preferred organizational culture

14 current preferred The Existence of Subcultures

15 Cultural congruence  Cultural attributes on the OCAI:  dominant organizational characteristics  Library leadership  management of employees  organizational glue (what holds the library together)  strategic emphasis  criteria of success

16 Conclusions from case study

17 Moving from assessment to change management  Value of assessing organizational culture  Systematically managing culture change  6 step process (Cameron & Quinn)  Implementing change at the U of S

18 Questions ?

19

20 Mapping leadership change at the U of S Clan Value human resources More guidance and direction Feedback and support Recognition Skilled management/supervision Orientation and mentorship Respect and trust Leaders: facilitators / mentors Adhocracy Value autonomy Leadership by example Clear research expectations Transparency in decisions and roles Innovation and creativity expectations Professional discourse Leaders: innovators / visionaries Hierarchy Clear decision making Leaders: organizers / coordinators Market Leaders: hard drivers / competitors


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