Assessing Organizational Culture:Moving Towards Organizational
Change and Renewal Carol ShepstoneHead, Access Services Education
Library
Lyn CurrieHead,
Presentation OutlineWhy assess organizational culture The U of S
Library case studyOur methodology Our results
Conclusions from case study Moving from assessment to change
management
Why assess organizational culture?Defining organizational
culturea collective understanding, a shared and integrated set or
perceptions, memories, values and attitudes that have been learned
over time and which determine the expectations of behavior that are
taught to new members in their socialization into the
organization.
Impact of cultureCulture gives identity, provides collective
commitment, builds social system stability and allows people to
make sense of the organization (Sannwald, 2000)
Understanding culture for organizational change
Context for our researchSearch for a Dean of the
LibraryLeadership needs Current organizational culture of the
library
Socialization of new librariansAppointment of 15 new librarians
Impact of organizational culture on work of librarians Facilitating
effective work performance and success
Transformation of the U of S LibraryRevised standards for tenure
and promotion Strategic planning
Applying the Competing Values FrameworkProvides:Theoretical
framework for understanding culture Organizational Culture
Assessment Instrument (OCAI) - a validated instrument for
diagnosing culture Systematic strategy for changing culture
Advantages:Easy to apply and easy to understand Graphic
representation of dominant cultures Identifies subcultures Provides
benchmark comparable data
Cameron, Kim S. and Robert Quinn. Diagnosing and Changing
Organizational Culture: Based on the Competing Values Framework.
Rev. Ed. Jossey-Bass Business & Management Series. Jossey-Bass:
San Francisco, 2006.
U of S Case Study
1. QuestionnaireDemographic data Plotting the current
organizational culture profile Plotting the preferred
organizational culture Assessing workplace factors that support or
impede performance
2. Structured interviews with all pretenured librarians
Organizational Culture Assessment Instrument (OCAI)2.1 Dominant
Characteristics (Divide 100 points) A. ____________Library A is a
very personal place. It is like an extended family. People seem to
share a lot of themselves. B. ____________Library B is a very
dynamic and entrepreneurial place. People are willing to stick
their necks out and take risks. C. ____________Library C is a very
formalized and structured place. Policies and procedures generally
govern what people do. D._____________Library D is very competitive
in orientation. A major concern is with getting the job done.
People are very production oriented.
Our Results
Our resultsChallenges in working with a small population 24 of
36 librarians responded 67% response rate12 of 13 pretenured
librarians 12 of 23 tenured librarians
8 of 13 pretenured librarians interviewed
Current organizational profile
Preferred organizational culture
The Existence of Subculturescurrent preferred
Cultural congruenceCultural attributes on the OCAI:dominant
organizational characteristics Library leadership management of
employees organizational glue (what holds the library together)
strategic emphasis criteria of success
Conclusions from case study
Moving from assessment to change managementValue of assessing
organizational culture Systematically managing culture change6 step
process (Cameron & Quinn)
Implementing change at the U of S
Questions ?
[email protected] [email protected]
Mapping leadership change at the U of SClanValue human resources
More guidance and direction Feedback and support Recognition
Skilled management/supervision Orientation and mentorship Respect
and trust Leaders: facilitators / mentors
AdhocracyValue autonomy Leadership by example Clear research
expectations Transparency in decisions and roles Innovation and
creativity expectations Professional discourse
Leaders: innovators / visionaries
HierarchyClear decision making Leaders: organizers /
coordinators
MarketLeaders: hard drivers / competitors
