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

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.

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.

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.

Core Organizational Values

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

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.

The Double S Cube

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.

Assessing Organizational Culture

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

Famous Slogans

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

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