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

1 Organizational Culture and Climate Johnnie Roebuck, Ed.D

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  • *Organizational Culture and Climate

    Johnnie Roebuck, Ed.D.

  • *Organizational CultureThe culture of an organization can be developed and nurtured.Culture deals with attitudes and beliefs of the organizations members.

  • *Organizational CultureThe culture reflects the expectations and norms which are determined to be important, recognized, rewarded and celebrated.Formal culture --- Ideal Philosophy

    Informal culture--- Day to day behavior

  • *ResearchCulture 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).

  • *Organizational CultureCulture is shared philosophies, ideologies, beliefs, feelings, assumptions, expectations, attitudes, norms and values.

  • *Organizational CultureStructural innovation cannot be understood, and should not undertaken, without considering school culture.Fred Newmann, et al (1996)

  • *Assessing/Scoring yourOrganizations Culture!!!

  • *YES or NO?I understand what is expected of me in my job.

    I am assigned to particular tasks.

    I ask questions in order to understand rules and procedures.

  • *YES or NO?I understand our organizations mission statement and vision.

    My activities within the organization aid in achieving the organizational mission statement and vision.

    I understand and demonstrate organizational values.

  • *Culture Shift: MISSION STATEMENT (Eaker, R., DuFour, R., DuFour R., 2002)

    Traditional SchoolsProfessional Learning CommunitiesStatements are generic.Statements are brief, such as We believe all children can learn.

    Statements clarify what students will learn.Statements address the question, How will we know what students are learning?Statements clarify how the school will respond when students do not learn.

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    MISSION AND VISIONCultural Shift: Focus on Learning(Eaker, R., DuFour, R., DuFour R., 2002)

    Traditional SchoolsProfessional Learning CommunitiesPrimary focus on TeachingPrimary focus on Learning

  • *Cultural Shift: Developing a Vision (Eaker, R., DuFour, R., DuFour R., 2002)

    Traditional SchoolsProfessional Learning CommunitiesStatements are average opinions. Statements deteriorate into wish lists.Statements are often ignored.Statements are often dictated of developed by few.Statements are researched based. Statements are credible and focus on essentials. Statements are used as a blueprint for improvement.Statements are widely shared through broad collaboration.

  • *Cultural Shift: Understanding Organizational Values (Eaker, R., DuFour, R., DuFour R., 2002)

    Traditional SchoolsProfessional Learning CommunitiesValues are random.Statements are excessive in number.Values are articulated as beliefs. Statements focus on self.Values are linked to vision.Statements are few in number.Statements are used as a blueprint for improvement.Values are articulated as behaviors and commitments.

  • *YES or NO?I understand our organizations slogan.

    My superordinates have confidence in my ability and trust my judgment.

    I can name organizational heroes and heroines.

  • *Leadership is the KeySuccessful leadersprotect and nurture the organizations vision, mission, values and goals;are visible and viable in all parts of the organization;enable every follower to experience feelings of self-worth and belonging;celebrate those who have made major contributions to the organization.

  • *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.

  • TRADITIONTraditional activities enable membersto learn from scheduled meetings and discuss goals and progress on a regular basis.*

  • *YES or NO?I believe in celebrations of worker success.

    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.

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

  • *The Power of StoriesStories speak to both parts of the human mind reason and emotionStories 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 leaders literary arsenal.- John Gardner

  • Celebrating SuccessRegularly 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.*

  • *YES or NO?I find time to listen to my co-workers.

    I am willing to make group suggested changes.

    I am very careful in discussing organizational concerns outside the organization.

  • *YES or NO?I have trust and confidence in my co-workers.

    I find it easy to share power and control with my co-workers.

  • Sharing PowerThrough collaboration and cooperation, members will feel empowered and will support the vision, mission of the organization. *

  • *Indicators of Positive CultureMission-Vision-Values-Goals-HistoryHeroes and HeroinesTraditional ActivitiesStories/TalesCeremonies (Rituals)Networking (Collaboration)

  • *Leadership is the KeySuccessful leaders enjoy their work and have strong commitment to a collaborative culture; andAssess culture and climate on a continual basis with feedback from all stakeholders.

  • *Cultural Strategies for School ImprovementInvolvement of all stakeholders in formulating vision, mission, and goals.Facilitation of follower motivationValidation of individual contributions of to organizational mission and vision.Encouragement of followers in decision making strategiesImplementation and ensurance of ownership

  • *Cultural StrategiesInvolvementinternal evaluationunderstanding of current realityformation and sharing of vision, mission, values and goalscollective inquiry in open processcollection of information from a diverse representation of all stakeholders

  • *Cultural StrategiesFacilitationfollower motivationmaximum human potentialleading by exampleinvolvement of all members of teamencouragement of leadership skills in all team members

  • *Cultural StrategiesValidationIndividual contributions to mission, vision, values and goalsCollaborative team effortsContinual renewal of positive behaviorsEncouragement to develop leadership skills

  • *Cultural StrategiesEncouragementFollower autonomy to develop talents/skillsCollegial activities teams within the teamCongenial procedures in decision makingSharing of leadership rolePushing for additional training opportunities

  • *Cultural StrategiesEnsuranceOwnership of mission, vision, values and goalsProfessionalism in behavior and actionsInvolvement in decision-makingMechanism for input Respect for self and each other

  • *Keys to Organizational CultureContinuous ImprovementWhat are we trying to accomplish?What evidence demonstrates our current effectiveness?What are our strategies for getting better?What criteria will we use to assess our improvement efforts?

  • *Keys to Organizational Culture2. Results OrientationWhat data can be provided to teachers to help improve their practice?How will we learn if we are becoming effective as a school?What evidence is important to us?

  • *The Elements of Changing the School Culture (Eaker, R,. DuFour, R., DuFour, R,. 2002)CollaborationDeveloping mission, vision, values, and goalsFocusing on learningLeadershipFocused school improvement plansCelebrationPersistence

  • *Organizational ClimateAccumulation of External ForcesPhysicalvisualthingsExternal facilitiessignagelandscapingaccessibility

  • *Organizational ClimateInternal facilitiesorganizationcleanlinesspleasant surroundings

  • *CONCLUSIONCommon 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.

  • *CONCLUSIONThe 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.Culture and climate, while closely related, are distinctly different forces.

  • *REMEMBERWithout support, training and a chance to participate in the process, people become a powerful ANCHOR, making forward motion almost impossible (Bennis, 1985).

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