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. Effects of Organizational Culture
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 do not agree with organization’s effectiveness
Environment is dynamic
Entrenched culture in rapid change
Hinders ability to respond to changes

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