1 Organizational Culture and Climate Johnnie Roebuck, Ed.D.

2 Organizational Culture The culture of an organization can be developed and nurtured. The culture of an organization can be developed and nurtured. Culture deals with attitudes and beliefs of the organization’s members. Culture deals with attitudes and beliefs of the organization’s members.

3 Organizational Culture The culture reflects the expectations and norms which are determined to be important, recognized, rewarded and celebrated. The culture reflects the expectations and norms which are determined to be important, recognized, rewarded and celebrated. Formal culture --- Ideal Philosophy Formal culture --- Ideal Philosophy Informal culture--- Day to day behavior Informal culture--- Day to day behavior

4 Research “Culture is an expression that captures the informal, often unconscious side of business of any human organization.” (Deal, 1985) “Culture is an expression that captures the informal, often unconscious side of business of any human organization.” (Deal, 1985) Culture is defined as a unique system of values, beliefs and norms that members of an organization share” (Kennedy, 2003). Culture is defined as a unique system of values, beliefs and norms that members of an organization share” (Kennedy, 2003).

5 Organizational Culture Culture is shared philosophies, ideologies, beliefs, feelings, assumptions, expectations, attitudes, norms and values. Culture is shared philosophies, ideologies, beliefs, feelings, assumptions, expectations, attitudes, norms and values.

6 Organizational Culture Structural innovation cannot be understood, and should not undertaken, without considering school culture. Fred Newmann, et al (1996)

7 Assessing/Scoring your Organization’s Culture!!!

8 YES or NO? I understand what is expected of me in my job. I understand what is expected of me in my job. I am assigned to particular tasks. I am assigned to particular tasks. I ask questions in order to understand rules and procedures. I ask questions in order to understand rules and procedures.

9 YES or NO? I understand our organization’s mission statement and vision. I understand our organization’s mission statement and vision. My activities within the organization aid in achieving the organizational mission statement and vision. My activities within the organization aid in achieving the organizational mission statement and vision. I understand and demonstrate organizational values. I understand and demonstrate organizational values.

10 Culture Shift: MISSION STATEMENT (Eaker, R., DuFour, R., DuFour R., 2002) Traditional Schools Professional Learning Communities 1. Statements are generic. 2. Statements are brief, such as “We believe all children can learn.” 1. Statements clarify what students will learn. 2. Statements address the question, “How will we know what students are learning?” 3. Statements clarify how the school will respond when students do not learn.

11 MISSION AND VISION Cultural Shift: Focus on Learning (Eaker, R., DuFour, R., DuFour R., 2002) Traditional Schools Professional Learning Communities 1. Primary focus on Teaching 1. Primary focus on Learning

12 Cultural Shift: Developing a Vision (Eaker, R., DuFour, R., DuFour R., 2002) Traditional Schools Professional Learning Communities 1. Statements are average opinions. 2. Statements deteriorate into wish lists. 3. Statements are often ignored. 4. Statements are often dictated of developed by few. 1. Statements are researched based. 2. Statements are credible and focus on essentials. 3. Statements are used as a blueprint for improvement. 4. Statements are widely shared through broad collaboration.

13 Cultural Shift: Understanding Organizational Values (Eaker, R., DuFour, R., DuFour R., 2002) Traditional Schools Professional Learning Communities 1. Values are random. 2. Statements are excessive in number. 3. Values are articulated as beliefs. 4. Statements focus on self. 1. Values are linked to vision. 2. Statements are few in number. 3. Statements are used as a blueprint for improvement. 4. Values are articulated as behaviors and commitments.

14 YES or NO? I understand our organization’s slogan. I understand our organization’s slogan. My superordinates have confidence in my ability and trust my judgment. My superordinates have confidence in my ability and trust my judgment. I can name organizational heroes and heroines. I can name organizational heroes and heroines.

15 Leadership is the Key Successful leaders protect and nurture the organization’s vision, mission, values and goals; protect and nurture the organization’s vision, mission, values and goals; are visible and viable in all parts of the organization; are visible and viable in all parts of the organization; enable every follower to experience feelings of self-worth and belonging; enable every follower to experience feelings of self-worth and belonging; celebrate those who have made major contributions to the organization. celebrate those who have made major contributions to the organization.

16 YES or NO? I participate in organizational social events that are held frequently. I am a part of scheduled organizational and planning meetings. I believe in and support a system that rewards every employee for exemplary works.

TRADITION Traditional activities enable members Traditional activities enable members to learn from scheduled meetings and discuss goals and progress on a regular basis. 17

18 YES or NO? I believe in celebrations of worker success. I believe in celebrations of worker success. I can relate to commonly told stories about the organization and its members. I can relate to commonly told stories about the organization and its members. If a problem is presented to me, I seek the advice of my co-workers or superior. If a problem is presented to me, I seek the advice of my co-workers or superior.

19 Why Celebrate? Public honor and reward motivate recipients. Public honor and reward motivate recipients. Appropriate celebration reinforces shared values. Appropriate celebration reinforces shared values. Recognition provides living examples of cultural values. Recognition provides living examples of cultural values. Celebration fuels momentum. Celebration fuels momentum. It’s Fun! (National Educational Service © 1999) It’s Fun! (National Educational Service © 1999)

20 The Power of Stories Stories speak to both parts of the human mind – reason and emotion…Stories of identity – narratives that help individuals think about and feel who they are, where they come from, and where they are headed – constitute the single most powerful weapon in the leader’s literary arsenal. Stories speak to both parts of the human mind – reason and emotion…Stories of identity – narratives that help individuals think about and feel who they are, where they come from, and where they are headed – constitute the single most powerful weapon in the leader’s literary arsenal. - John Gardner

Celebrating Success Regularly scheduled ceremonies or rituals gives the members an opportunity to applaud each other for accomplishments. Regularly scheduled ceremonies or rituals gives the members an opportunity to applaud each other for accomplishments. A ceremony can be large or small but must hold to tradition. A ceremony can be large or small but must hold to tradition. 21

22 YES or NO? I find time to listen to my co- workers. I find time to listen to my co- workers. I am willing to make group suggested changes. I am willing to make group suggested changes. I am very careful in discussing organizational concerns outside the organization. I am very careful in discussing organizational concerns outside the organization.

23 YES or NO? I have trust and confidence in my co- workers. I have trust and confidence in my co- workers. I find it easy to share power and control with my co-workers. I find it easy to share power and control with my co-workers.

Sharing Power Through collaboration and cooperation, members will feel empowered and will support the vision, mission of the organization. Through collaboration and cooperation, members will feel empowered and will support the vision, mission of the organization. 24

25 Indicators of Positive Culture Mission-Vision-Values-Goals-History Mission-Vision-Values-Goals-History Heroes and Heroines Heroes and Heroines Traditional Activities Traditional Activities Stories/Tales Stories/Tales Ceremonies (Rituals) Ceremonies (Rituals) Networking (Collaboration) Networking (Collaboration)

26 Leadership is the Key Successful leaders  enjoy their work and have strong commitment to a collaborative culture; and  Assess culture and climate on a continual basis with feedback from all stakeholders.

27 Cultural Strategies for School Improvement Involvement of all stakeholders in formulating vision, mission, and goals. Involvement of all stakeholders in formulating vision, mission, and goals. Facilitation of follower motivation Facilitation of follower motivation Validation of individual contributions of to organizational mission and vision. Validation of individual contributions of to organizational mission and vision. Encouragement of followers in decision making strategies Encouragement of followers in decision making strategies Implementation and ensurance of ownership Implementation and ensurance of ownership

28 Cultural Strategies Involvement Involvement internal evaluationinternal evaluation understanding of current realityunderstanding of current reality formation and sharing of vision, mission, values and goalsformation and sharing of vision, mission, values and goals collective inquiry in open processcollective inquiry in open process collection of information from a diverse representation of all stakeholderscollection of information from a diverse representation of all stakeholders

29 Cultural Strategies Facilitation Facilitation follower motivationfollower motivation maximum human potentialmaximum human potential leading by exampleleading by example involvement of all members of teaminvolvement of all members of team encouragement of leadership skills in all team membersencouragement of leadership skills in all team members

30 Cultural Strategies Validation Validation Individual contributions to mission, vision, values and goalsIndividual contributions to mission, vision, values and goals Collaborative team effortsCollaborative team efforts Continual renewal of positive behaviorsContinual renewal of positive behaviors Encouragement to develop leadership skillsEncouragement to develop leadership skills

31 Cultural Strategies Encouragement Encouragement Follower autonomy to develop talents/skillsFollower autonomy to develop talents/skills Collegial activities – teams within the teamCollegial activities – teams within the team Congenial procedures in decision makingCongenial procedures in decision making Sharing of leadership roleSharing of leadership role Pushing for additional training opportunitiesPushing for additional training opportunities

32 Cultural Strategies Ensurance Ensurance Ownership of mission, vision, values and goalsOwnership of mission, vision, values and goals Professionalism in behavior and actionsProfessionalism in behavior and actions Involvement in decision-makingInvolvement in decision-making Mechanism for inputMechanism for input Respect for self and each otherRespect for self and each other

33 Keys to Organizational Culture 1. Continuous Improvement oWhat are we trying to accomplish? oWhat evidence demonstrates our current effectiveness? oWhat are our strategies for getting better? oWhat criteria will we use to assess our improvement efforts?

34 Keys to Organizational Culture 2. Results Orientation oWhat data can be provided to teachers to help improve their practice? oHow will we learn if we are becoming effective as a school? oWhat evidence is important to us?

35 The Elements of Changing the School Culture (Eaker, R,. DuFour, R., DuFour, R,. 2002) Collaboration Collaboration Developing mission, vision, values, and goals Developing mission, vision, values, and goals Focusing on learning Focusing on learning Leadership Leadership Focused school improvement plans Focused school improvement plans Celebration Celebration Persistence Persistence

36 Organizational Climate Accumulation of External Forces Physical visual “things” External facilities signage landscaping accessibility

37 Organizational Climate Internal facilities organization cleanliness pleasant surroundings

38 CONCLUSION Common thread in implementing and ensuring a positive organizational culture and climate is ownership by all stakeholders. Common thread in implementing and ensuring a positive organizational culture and climate is ownership by all stakeholders. Existing values and beliefs are strengthened with common mission, vision and values which form a cohesive work unit where everyone contributes and is valued. Existing values and beliefs are strengthened with common mission, vision and values which form a cohesive work unit where everyone contributes and is valued.

39 CONCLUSION The leader is the key player, serving as the agent of change with strong consistent communication and power sharing. The leader is the key player, serving as the agent of change with strong consistent communication and power sharing. Positive culture maximizes worker productivity including greater student achievement. Positive culture maximizes worker productivity including greater student achievement. Culture and climate, while closely related, are distinctly different forces. Culture and climate, while closely related, are distinctly different forces.

40 REMEMBER “Without support, training and a chance to participate in the process, people become a powerful ANCHOR, making forward motion almost impossible” (Bennis, 1985). “Without support, training and a chance to participate in the process, people become a powerful ANCHOR, making forward motion almost impossible” (Bennis, 1985).

41 A healthy, productive organization has a strong CULTURE and CLIMATE.