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

2. 2 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. Organizational Culture – One definition

3. 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. 4 Organizational Culture Subcultures Subcultures: Cultures existing within parts of organizations rather than entirely throughout them. Dominant Culture Dominant Culture: The distinctive, overarching “personality” of an organization (usually shared by the majority of members) Strong Culture Strong Culture: Many basic assumptions to more members… Toxic Organizational Cultures Toxic Organizational Cultures: Organizational cultures in which people feel that they are not valued. Healthy Organizational Cultures Healthy Organizational Cultures: Organizational cultures in which people feel they are valued.

5. 5 Core Organizational Values

6. 6 Effects of Organizational Culture Functional Boundary Boundary-defining role identity Conveys a sense of identity commitment Facilitates the generation of commitment stability Enhances social system stability control Sense-making and control mechanismDysfunctional donot agree Shared values do not agree with organization’s effectiveness Environment Environment is dynamic Entrenched rapidchange Entrenched culture in rapid change Hinders Hinders ability to respond to changes

7. 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 Sociability: A dimension of the double S cube characterized by the degree of friendliness typically found among members of an organization. Solidarity 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. 8 The Double S Cube

9. 9 Four Organizational Cultures  Networked Culture  Networked Culture: this type of organizational culture is characterized by high levels of sociability and low levels of solidarity.  Mercenary Culture  Mercenary Culture: this type of organizational culture is characterized by a low degree of sociability and a high degree of solidarity.  Fragmented Culture  Fragmented Culture: this type of organizational culture is characterized by a low degree of sociability and a low degree of solidarity.  Communal Culture  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. 10 Sense of Community Barzilai-Nahon (2006)  Membership – the feeling of belonging to the community  Communal basis – shared norms, goals, needs, beliefs, information  Social Presence – the awareness of being together  Emotional connection – bonds with other community members  Contribution to Communal Good  Shared history  Sense of boundaries – can we differentiate ourselves from other collective groups?

11. 11 Assessing Organizational Culture

12. 12 Transmitting Culture (Artifacts) Symbols Symbols: Objects that say more than meets the eye - http://wintercounts.si.edu/ http://wintercounts.si.edu/ Slogans Slogans: Phrases that capture organizational culture Stories Stories: “In the old days, we used to...” Jargon Jargon: The special language that defines a culture Ceremonies Ceremonies: Special events that commemorate corporate values Statements of Principle Statements of Principle: Defining culture in writing

13. 13 Famous Slogans

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

15. 15 How Culture Changes  Composition of the workforce  Mergers and acquisitions  Planned organizational change  Responding to the environment and technology

16. 16 Dynamics of Change (Schein) Unfreezing  Enough disconfirming data/information  Causing anxiety and/or guilt  Enough psychological safety Cognitive Restructuring  Trial and error – inventing the wheel  Imitation of role models Refreezing