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Organizational Culture
Karine Barzilai-Nahon
Executive MSIM – Management of Information Organizations
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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 – Organizational Culture –
One definitionOne definition
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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.
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Organizational Culture
SubculturesSubcultures: Cultures existing within parts of organizations rather than entirely throughout them.
Dominant CultureDominant Culture: The distinctive, overarching “personality” of an organization (usually shared by the majority of members)
Strong CultureStrong Culture: Many basic assumptions to more members…
Toxic Organizational CulturesToxic Organizational Cultures: Organizational cultures in which people feel that they are not valued.
Healthy Organizational CulturesHealthy Organizational Cultures: Organizational cultures in which people feel they are valued.
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Core Organizational Values
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Effects ofOrganizational Culture
FunctionalFunctionalBoundaryBoundary-defining roleConveys a sense of identityidentity
Facilitates the generation of commitmentcommitment
Enhances social system stabilitystability
Sense-making and controlcontrol mechanism
DysfunctionalDysfunctionalShared values dodo notnot
agreeagree with organization’s effectiveness
EnvironmentEnvironment is dynamicEntrenchedEntrenched culture in
rapidrapid changechangeHindersHinders ability to
respond to changes
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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.
SociabilitySociability: A dimension of the double S cube characterized by the degree of friendliness typically found among members of an organization.
SolidaritySolidarity: 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.
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The Double S Cube
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Four Organizational Cultures
Networked CultureNetworked Culture: this type of organizational culture is characterized by high levels of sociability and low levels of solidarity.
Mercenary CultureMercenary Culture: this type of organizational culture is characterized by a low degree of sociability and a high degree of solidarity.
Fragmented CultureFragmented Culture: this type of organizational culture is characterized by a low degree of sociability and a low degree of solidarity.
Communal CultureCommunal 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.
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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?
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Assessing Organizational Culture
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Transmitting Culture (Artifacts)
SymbolsSymbols: Objects that say more than meets the eye - http://wintercounts.si.edu/
SlogansSlogans: Phrases that capture organizational cultureStoriesStories: “In the old days, we used to . . .”JargonJargon: The special language that defines a cultureCeremoniesCeremonies: Special events that commemorate corporate valuesStatements of PrincipleStatements of Principle: Defining culture in writing
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Famous Slogans
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Socialization
Socialization The process that helps new employees adapt to
the organization’s culture. The diversity paradox
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How Culture Changes
Composition of the workforce
Mergers and acquisitions
Planned organizational change
Responding to the environment and technology
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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
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