1. Culture & Control Colin Lienhard & Kimber Lambert

2. What Is Culture? a shared, learned, symbolic system of values, beliefs and attitudes that shapes and influences perception and behavior Cultural/organization paradox

3. Why is understanding culture important to organizations? organizations must interact and are not all of the same “culture” people within an organization often have different cultural backgrounds leaders change and shape culture managers/administrators live within the boundaries set by an existing culture organizations can be a unique form of culture

4. Reflect Why did Schein fail at fixing the problems at the Action Company? Why did Schein fail at fixing the problems at the Multi Company? What is cultural analysis and why is it beneficial to implementing changes in an organization?

5. Common Factors of Cultures observed behavioral regularities group norms espoused values formal philosophy rules of the game climate embedded skills habits of thinking, mental models, and/or linguistic paradigms shared meanings Culture is more than just “sameness” or sharing… What are the two requirements for strong cultures? Structural Stability Patterning or Integration

6. Schein’s Formal Definition of Culture: A pattern of shared basic assumptions that the group learned as it solved problems of external adaptation and internal integration, that has worked well enough to be considered valid and therefore to be taught to new members and the correct way to perceive, think, and feel in relation to those problems. Problems with Socialization Socialization does not always allow an individual access to the deepest aspects of a culture Culture can be a mechanism for social control Examples?

7. Problems in Cultures The Problem of “Behavior” behavior is not a good indicator of culture behavioral regularities are not always a part of a culture Can A Large Organization Have One Culture? Depends upon how the question is viewed If empirical then yes –but why? No, is made up of smaller subcultures that are often in conflict

8. Smircich distinguishes between studies of culture as a metaphor for organizational life and studies of culture as a variable Culture as a Variable Functionalist viewpoint offers the promise that a strong culture will lead to outcomes that are desired to be maximized Culture as a Metaphor symbolic approach focuses on the symbolic meaning associated with cultural forms views culture as a lens through which to study organizations Which do You Think? Why? Why Study Culture? Offers clarity in an ambiguous world A way to capture complexities in everyday life To motivate and control employees Generate commitment, increase productivity, and possibly profitability

9. Cultural Studies Neopositive Cultural Research Uses the scientific method focus on socially constructed knowledge study’s empirically based conclusions are usually described as being objectively true Interpretive Studies how people interpret what happens to them Post Modern Cultural Studies challenge any objective truth claim as other subjective understanding of the claim are always possible every objective argument contains within itself its negation Ideational Definitions Of Culture Ideational culture refers to ideas, symbols, values, norms, principles, beliefs, ways of feeling, thinking and acting, as well as a stock of knowledge and a world view constructed by a group which, over time become convention Materialistic Definitions Of Culture Material culture comprises the material products of a culture, as well as the tools used to construct the artifacts in question. Material culture in public organizations includes the physical buildings of the bureaucracy, plus the tools available for public servants to do their job, such as offices, desks, files, paper, pens, information systems, telephones, faxes, computers and the like.

10. Cultural Studies (continued) Generalist Study of Culture Looks at the big picture How multiple aspects interact Specialists Views Of Culture argue that a small number of manifestations can represent an entire culture interpretations of more manifestations would be consistent The “Uniqueness” of A Culture cultures want to be unique to define a niche people want to be viewed as separate and special because cultural members exist mainly within the boundaries of their cultures and only know about a few others it is hard for them to determine their uniqueness one of the rare consensus on organizational culture the uniqueness paradox –what is believed to be unique can inevitably be found elsewhere very difficult to justify empirically

11. I Am Studying “Culture”…But What Am I Studying? Rituals rituals are “choreographed” are repeated according to a schedule rituals re-energize/start over (ex Mary Kay) are not always unique but may have unique aspects

12. Organizational Studies and Scripts Two elements-a narrative describing a sequence of events and a set of meaning or interpretations *the green badge story *central elements of an organizational story are known by many *focuses on a single event sequence *central characters are members of the organization *ostensibly true *scripts have 4 defining characteristics *well defined set of character or roles *contains a single fixed sequence of events *some events in a sequence may be optional *when one of several alternatives can occur, referred to as script branches

13. Jargon *special language understood by organizational insiders *technical jargon – task oriented, emotionally neutral *emotional jargon – concerned with feelings *technical jargon is often learned first

14. Humor *usually not funny to an outsider *used to distinguish insiders from outsiders *subtle measure of the degree to which a member feels they belong to an organization

15. Physical Attributes *powerful culture clues (visual) *General motors Building *dress code, arrangement of furniture, colors in buildings

16. Formal and Informal Practices *formal practices are written and more easily controlled by management *Four types of Formal practices- structure, task and technology, rules and procedures and financial controls *informal practices are not written down, evolve through interaction *usually inconsistent with the formal practices *British Police Drinking

17. Content Themes *espoused-relatively superficial *trying to make an impression on an audience *tend to be abstract *inferred – reflect a deeper level of interpretation

18. The Engineering Culture What are some of the examples of the “Tech Culture” Gideon Kunda describes? Mostly white Mostly male Upscale Drab dress How do others perceive Lyndsville? Not fun People work too hard It can’t be enjoyable What does Dave Carpender Think about his managerial job? It’s his job to put people to work efficiently He believes that the head management

19. Culture & Control at Tech What are Thomas Peters and Robert Waterman’s views on management and controll? Management is the art of creating corporate cultures Managers shape cultures Why do you think there has been a large popularity in Corporate control? Managers shape employees into corporate images.

20. Outside sources What are some outside sources that influence culture control? Advertisement Self and non self Media Newspapers Speeches given by managerial positions

21. Rituals In presentation… Strategic words are used to get employment motivated Preparation “boot camps” to get acclimated Also build culture