Download ppt - 1 Organizational Culture and Climate Johnnie Roebuck, Ed.D

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Organizational Organizational Culture and ClimateCulture and Climate

Johnnie Roebuck, Ed.D.Johnnie Roebuck, Ed.D.

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Organizational CultureOrganizational Culture

The culture of an The culture of an organization can organization can be developed and be developed and nurtured.nurtured.

Culture deals with Culture deals with attitudes and attitudes and beliefs of the beliefs of the organization’s organization’s members.members.

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

• Informal culture--- Day to day behaviorInformal culture--- Day to day behavior

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ResearchResearch

““Culture is an expression that Culture is an expression that captures the informal, often captures the informal, often unconscious side of business of any unconscious side of business of any human organization.” (Deal, 1985)human organization.” (Deal, 1985)

Culture is defined as a unique system Culture is defined as a unique system of values, beliefs and norms that of values, beliefs and norms that members of an organization share” members of an organization share” (Kennedy, 2003).(Kennedy, 2003).

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

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Structural innovation cannot be Structural innovation cannot be understood, and should not understood, and should not undertaken, without considering undertaken, without considering school culture.school culture.

Fred Newmann, et al (1996)Fred Newmann, et al (1996)

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Assessing/Scoring Assessing/Scoring youryour

Organization’s Organization’s Culture!!!Culture!!!

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YES or NO?YES or NO?

I understand what is expected of me I understand what is expected of me in my job.in my job.

I am assigned to particular tasks.I am assigned to particular tasks.

I ask questions in order to I ask questions in order to understand rules and procedures.understand rules and procedures.

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I understand our organization’s I understand our organization’s mission statement and vision.mission statement and vision.

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

I understand and demonstrate I understand and demonstrate organizational values.organizational values.

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Culture Shift:Culture Shift: MISSION STATEMENT MISSION STATEMENT

(Eaker, R., DuFour, R., DuFour R., 2002)(Eaker, R., DuFour, R., DuFour R., 2002)

Traditional SchoolsTraditional Schools Professional Learning Professional Learning CommunitiesCommunities

1.1. Statements are Statements are generic.generic.

2.2. Statements are brief, Statements are brief, such as “We believe such as “We believe all children can all children can learn.”learn.”

1.1. Statements clarify what Statements clarify what students will learn.students will learn.

2.2. Statements address the Statements address the question, “How will we question, “How will we know what students are know what students are learning?”learning?”

3.3. Statements clarify how Statements clarify how the school will respond the school will respond when students do not when students do not learn.learn.

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MISSION AND VISIONMISSION AND VISIONCultural Shift: Focus on LearningCultural Shift: Focus on Learning

(Eaker, R., DuFour, R., DuFour R., 2002)(Eaker, R., DuFour, R., DuFour R., 2002)Traditional SchoolsTraditional Schools Professional Learning Professional Learning CommunitiesCommunities

1.1. Primary focus on Primary focus on TeachingTeaching

1.1. Primary focus on Primary focus on LearningLearning

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


1.1. Statements are Statements are average opinions. average opinions.

2.2. Statements Statements deteriorate into wish deteriorate into wish lists.lists.

3.3. Statements are often Statements are often ignored.ignored.

4.4. Statements are often Statements are often dictated of developed dictated of developed by few.by few.

1.1. Statements are Statements are researched based. researched based.

2.2. Statements are Statements are credible and focus on credible and focus on essentials. essentials.

3.3. Statements are used Statements are used as a blueprint for as a blueprint for improvement.improvement.

4.4. Statements are widely Statements are widely shared through broad shared through broad collaboration.collaboration.

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Cultural Shift: Understanding Cultural Shift: Understanding Organizational Values Organizational Values

(Eaker, R., DuFour, R., DuFour R., 2002)(Eaker, R., DuFour, R., DuFour R., 2002)


1.1. Values are random.Values are random.

2.2. Statements are Statements are excessive in number.excessive in number.

3.3. Values are articulated Values are articulated as beliefs. as beliefs.

4.4. Statements focus on Statements focus on self.self.

1.1. Values are linked to Values are linked to vision.vision.

2.2. Statements are few in Statements are few in number.number.

3.3. Statements are used Statements are used as a blueprint for as a blueprint for improvement.improvement.

4.4. Values are articulated Values are articulated as behaviors and as behaviors and commitments. commitments.

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I understand our organization’s I understand our organization’s slogan.slogan.

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

I can name organizational heroes and I can name organizational heroes and heroines.heroines.

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Leadership is the KeyLeadership is the KeySuccessful leadersSuccessful leaders protect and nurture the organization’s protect and nurture the organization’s

vision, mission, values and goals;vision, mission, values and goals; are visible and viable in all parts of the are visible and viable in all parts of the

organization;organization; enable every follower to experience enable every follower to experience

feelings of self-worth and belonging;feelings of self-worth and belonging; celebrate those who have made major celebrate those who have made major

contributions to the organization.contributions to the organization.

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I participate in organizational social events I participate in organizational social events that are held frequently.that are held frequently.

I am a part of scheduled organizational I am a part of scheduled organizational and planning meetings.and planning meetings.

I believe in and support a system that I believe in and support a system that rewards every employee for exemplary rewards every employee for exemplary works.works.

TRADITIONTRADITION

Traditional activities enable Traditional activities enable membersmembers

to learn from scheduled meetings to learn from scheduled meetings and discuss goals and progress on a and discuss goals and progress on a regular basis.regular basis.

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I believe in celebrations of worker success.I believe in celebrations of worker success.

I can relate to commonly told stories about I can relate to commonly told stories about the organization and its members.the organization and its members.

If a problem is presented to me, I seek the If a problem is presented to me, I seek the advice of my co-workers or superior.advice of my co-workers or superior.

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Why Celebrate?Why Celebrate?

Public honor and reward motivate Public honor and reward motivate recipients.recipients.

Appropriate celebration reinforces Appropriate celebration reinforces shared values.shared values.

Recognition provides living examples Recognition provides living examples of cultural values.of cultural values.

Celebration fuels momentum.Celebration fuels momentum. It’s Fun!It’s Fun! (National Educational Service © 1999)(National Educational Service © 1999)

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The Power of StoriesThe Power of Stories

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

- John Gardner- John Gardner

Celebrating SuccessCelebrating Success

Regularly scheduled ceremonies or Regularly scheduled ceremonies or rituals gives the members an rituals gives the members an opportunity to applaud each other for opportunity to applaud each other for accomplishments.accomplishments.

A ceremony can be large or small but A ceremony can be large or small but must hold to tradition.must hold to tradition.

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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 I am willing to make group suggested changes.changes.

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

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I have trust and confidence in my co-I have trust and confidence in my co-workers.workers.

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

Sharing PowerSharing Power

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

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Indicators of Positive Indicators of Positive CultureCulture

Mission-Vision-Values-Goals-HistoryMission-Vision-Values-Goals-History Heroes and HeroinesHeroes and Heroines Traditional ActivitiesTraditional Activities Stories/TalesStories/Tales Ceremonies (Rituals)Ceremonies (Rituals) Networking (Collaboration)Networking (Collaboration)

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Leadership is the KeyLeadership is the Key

Successful leadersSuccessful leaders enjoy their work and have strong enjoy their work and have strong

commitment to a collaborative commitment to a collaborative culture; andculture; and

Assess culture and climate on a Assess culture and climate on a continual basis with feedback from continual basis with feedback from all stakeholders.all stakeholders.

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Cultural Strategies for School Cultural Strategies for School ImprovementImprovement

Involvement Involvement of all stakeholders in of all stakeholders in formulating vision, mission, and goals.formulating vision, mission, and goals.

FacilitationFacilitation of follower motivation of follower motivation ValidationValidation of individual contributions of of individual contributions of

to organizational mission and vision.to organizational mission and vision. Encouragement Encouragement of followers in decision of followers in decision

making strategiesmaking strategies Implementation Implementation and and ensurance ensurance of of

ownershipownership

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Cultural StrategiesCultural Strategies

InvolvementInvolvement• internal evaluationinternal evaluation• understanding of current realityunderstanding of current reality• formation and sharing of vision, mission, formation and sharing of vision, mission,

values and goalsvalues and goals• collective inquiry in open processcollective inquiry in open process• collection of information from a diverse collection of information from a diverse

representation of all stakeholdersrepresentation of all stakeholders

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FacilitationFacilitation• 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 encouragement of leadership skills in all

team membersteam members

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ValidationValidation• Individual contributions to mission, vision, Individual contributions to mission, vision,

values and goalsvalues and goals• Collaborative team effortsCollaborative team efforts• Continual renewal of positive behaviorsContinual renewal of positive behaviors• Encouragement to develop leadership Encouragement to develop leadership

skillsskills

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EncouragementEncouragement• 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

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EnsuranceEnsurance• Ownership of mission, vision, values and Ownership of mission, vision, values and

goalsgoals• Professionalism in behavior and actionsProfessionalism in behavior and actions• Involvement in decision-makingInvolvement in decision-making• Mechanism for input Mechanism for input • Respect for self and each otherRespect for self and each other

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Keys to Organizational CultureKeys to Organizational Culture

1.1. Continuous ImprovementContinuous Improvemento What are we trying to accomplish?What are we trying to accomplish?o What evidence demonstrates our current What evidence demonstrates our current

effectiveness?effectiveness?o What are our strategies for getting better?What are our strategies for getting better?o What criteria will we use to assess our What criteria will we use to assess our

improvement efforts?improvement efforts?

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Keys to Organizational CultureKeys to Organizational Culture

2. Results Orientation2. Results Orientationo What data can be provided to teachers to help What data can be provided to teachers to help

improve their practice?improve their practice?o How will we learn if we are becoming effective How will we learn if we are becoming effective

as a school?as a school?o What evidence is important to us?What evidence is important to us?

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The Elements of Changing the The Elements of Changing the School Culture School Culture (Eaker, R,. DuFour, R., DuFour, R,. 2002)(Eaker, R,. DuFour, R., DuFour, R,. 2002)

CollaborationCollaboration Developing mission, vision, values, and Developing mission, vision, values, and

goalsgoals Focusing on learningFocusing on learning LeadershipLeadership Focused school improvement plansFocused school improvement plans CelebrationCelebration PersistencePersistence

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Organizational ClimateOrganizational Climate

Accumulation of External ForcesAccumulation of External Forces PhysicalPhysical

• visualvisual• ““things”things”

External facilitiesExternal facilities• signagesignage• landscapinglandscaping• accessibilityaccessibility

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OrganizationalOrganizational ClimateClimate

Internal facilitiesInternal facilities• organizationorganization• cleanlinesscleanliness• pleasant surroundingspleasant surroundings

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CONCLUSIONCONCLUSION

Common thread in implementing and Common thread in implementing and ensuring a positive organizational ensuring a positive organizational culture and climate is ownership by culture and climate is ownership by all stakeholders.all stakeholders.

Existing values and beliefs are Existing values and beliefs are strengthened with common mission, strengthened with common mission, vision and values which form a vision and values which form a cohesive work unit where everyone cohesive work unit where everyone contributes and is valued.contributes and is valued.

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CONCLUSIONCONCLUSION

The leader is the key player, serving as The leader is the key player, serving as the agent of change with strong consistent the agent of change with strong consistent communication and power sharing.communication and power sharing.

Positive culture maximizes worker Positive culture maximizes worker productivity including greater student productivity including greater student achievement.achievement.

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

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REMEMBERREMEMBER

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

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A healthy, productive A healthy, productive organization has a organization has a

strong CULTURE strong CULTURE andand CLIMATE.CLIMATE.