Organizational Culture Comparison of Trilogy Software and SAS <ul><li>By: Leigh Ann Rogers and Jana Sorrell </li></ul>VS
Introduction <ul><li>Trilogy and SAS are both business software and technology innovators. Both organizations strive to create a culture in which employees develop a deep sense of identity within the organization. However, they go about this in very different ways. SAS creates a family friendly environment, but Trilogy does not allow for any activities that are not associated with Trilogy. The artifacts throughout the SAS organization promote creativity by alleviating the stressful work atmosphere by providing amenities for relaxation and healthy dining. Contrastingly, Trilogians thrive and work at their best when under pressure and in a stressful work environment. This includes seventeen hour work days filled with fast food and unhealthy amounts of caffeine. We are uncovering the organizational culture through an analytical comparison of two software companies using these cultural elements: organizational identification, artifacts, and values. </li></ul>
Key Cultural Elements used to compare the organizational culture of SAS and Trilogy: Artifacts : tangible and physical features of an organization that contribute to its culture. Office décor, spatial arrangements, corporate art, dress codes, and even graffiti are markers of culture (Eisenberg, Goodall & Trethewey,2007, p.129) Organizational Identification : A person identifies with an organization when she or he seeks to select the alternative that best fits the perceived interests of the organization. The higher degree of identification the more the individual’s identity is shaped by membership in the group, and the more the person develops a “we-self.” Identification is a process while a related concept, organizational commitment is more behavioral (Tompkins, 2005, p.267) Values : represent a (more or less) shared set of beliefs about appropriate organizational behaviors. These cultural value commitments can be very powerful in boosting employee loyalty and satisfaction as long as they are aligned with company goals. (Eisenberg, Goodall & Trethewey,2007, p.129)
A description of the culture of Trilogy <ul><li>Trilogy’s culture is based on taking high risks in return for high rewards. This organization values devout commitment to work and Trilogy’s vision to be a big name competitor along with Microsoft and General Electric. To accomplish this goal Trilogy encourages critical thinking,self motivation to improve software and customer relations and a strong passion and identification as a “Trilogian”. </li></ul>
A description of the culture of SAS <ul><li>Upon visiting the SAS “campus”, it is apparent that the atmosphere is family-friendly, casual and laid back. An observer would notice the casual attire including flip-flops and shorts; the relaxing view of turtles basking in the sun; the surroundings evoke relaxation and creativity. Some examples include: the landscaping, artifacts, piano player in cafeteria, murals and sculptures. </li></ul>
Trilogy’s Organizational Identity <ul><li>Trilogians are very enthusiastic about their identity to their organization. However, there is not a desire for a balance of work and personal space. This is how they proudly identify themselves by taking high risks for high rewards and doing whatever it takes to become Microsoft and General Electric’s competitor. They value working with peers with the same work ethic. This is why they only hire graduates that are in the top of their class from around the world. Trilogians are committed to dedicating their life to their work so far as to name themselves in association with the company, “Trilogians.” They pride themselves in the surroundings of exceptional people from elite universities. Wouldn’t most people want to identify themselves with an organization which is considered to have some of the most intelligent people around? </li></ul>
SAS’s Organizational Identity <ul><li>Employees at SAS are proud to be a part of the “SAS Family”. They pride themselves on a lifetime commitment to working towards the success of the unique business analytics that SAS provides. SAS incorporates the reciprocal loyalty between employees and employers while continuing to adapt to the current changes in the world of work. SAS provides a lifestyle that encourages a balance between work and personal space contrary to Trilogy’s work, work, work mentality. So, employees at SAS appreciate all the unique perks of the company they are a part of: the 35 hour work week and the valued fitness center. SAS is not only a job, it is a lifestyle, so the employees have the we-ness of organizational identification through onsite daycare facilities, salons, and fitness centers. </li></ul>One of the three daycares Onsite lake and Umstead Park and Hotel Human-size chess
Organizational Identity Similarities and Differences between SAS and Trilogy <ul><li>Differences </li></ul><ul><li>Similarities </li></ul><ul><li>SAS and Trilogy both are proud of they work they do and place they work for. </li></ul><ul><li>They both are enthusiastic about the company they work for </li></ul><ul><li>Trilogy provides a atmosphere of workaholics. These people honestly do not have time to have other communities of agreement (or hobbies or special interests.) Therefore, organizational identity is instilled in Trilogians from the first day. SAS provides a 35 hour work week enabling one to be active members of society and of the community. They are a privately owned corporation that sets themselves apart by innovative practices. Employees become proud of the success and are proud to identify themselves as part of the team. </li></ul>
Artifacts at Trilogy Workspace area is not defined into separate offices, everyone works together in rooms of tables and laptops. The only artwork seen at Trilogy are whiteboards on every wall filled from top to bottom with notes and mathematical equations for pricing and interpreting data. You do not see anyone in suits working for Trilogy, the dress is very casual, so casual some employees may not be wearing shoes! The tables that are lined together creating the work space are filled with McDonald’s fast food wrappers, Hershey Bars, left over sucker sticks and piles of empty coffee cups and caffeinated drink cans.
Artifacts at SAS <ul><li>Artifacts found at SAS influence the employee's moods by evoking relaxation and creativity. </li></ul><ul><li>Arrangement of work space: At SAS every employee has their own office that they may decorate however they want without restraints. Senior employees are rewarded with an office with a window. </li></ul><ul><li>Artwork: aesthetically pleasing artifacts are strategically placed throughout the “campus”. </li></ul><ul><li>Dress Code: casual </li></ul><ul><li>Landscaping: Animal life an botanicals are provided throughout the campus. </li></ul>
Cultural Concept of Artifacts Comparison and Contrast <ul><li>Differences </li></ul><ul><li>Similarities </li></ul><ul><li>At SAS workplace arrangement is private and privileged. At Trilogy it is shared and not defined. </li></ul><ul><li>Artwork is absent at Trilogy. SAS has an employed artist that does all artwork for them. </li></ul><ul><li>Both Trilogy and SAS do not provide any dress code. If one visited both organizations that might notice the flip flops and shorts that these employees are able to wear on a daily basis. </li></ul>
Values of the culture of Trilogy <ul><li>The values presented at Trilogy promote long work hours making it impossible to maintain a family-oriented lifestyle. There is no separation of work and home for example, employees vacation with their laptops as their primary source of entertainment. The employees at Trilogy spend all of their time together, many times more than they do with their families. Their social life is their work life. Trilogians value exceptional people by recruiting graduates from elite colleges. Employees are encouraged by their own peers an through self-motivation to create software to meet the changing needs of their customers. Mental and physical health are not taken into consideration by Trilogy’s employees; they work very long hours, eat what ever is convenient, usually fast food, and do not have time to physically work out. </li></ul>
Values demonstrated at SAS <ul><li>Genuine concern about the employee’s mental, physical, and emotional well being are all taken into consideration for SAS’s employees. Some examples include daycare for employee’s children, fitness facilities, multiple cafeterias with detailed menus to meet all employee’s dietary needs and wants. SAS incorporates a family friendly work environment in addition to a plethora of amenities resulting in only a 4% turnover rate. </li></ul>http://www.youtube.com/watch?v=N-ebIGpZIWI
Values at SAS continued <ul><li>Other services offered provide convenience for employees such as dry cleaning pick up in every building, on-campus hair and nail salons, massage therapy, simple umbrella bags for rainy days, and free coffee, fountain drinks, and all the M&M’s you can eat! </li></ul>
A comparison and contrast of values between the two organizations <ul><li>Similarities </li></ul><ul><li>Differences </li></ul><ul><li>Trilogians value long hours in return their perception of a high reward. SAS employees value social time and family. </li></ul><ul><li>SAS values convenience providing many services to alleviate stressful nights or weekends filled with errands and to do lists. SAS values downtime. Trilogy does not. </li></ul><ul><li>SAS values physical and mental health. Trilogy values fast food and sleepless nights. </li></ul><ul><li>Trilogians are from elite colleges. At SAS one must have a college education, but it is not necessary to have done so at an elite university. </li></ul><ul><li>They do both value innovative ways to satisfy their customers with </li></ul>
Conclusion <ul><li>After careful analysis comparing and contrasting the organizational cultures of SAS and Trilogy we conclude that there are distinct similarities and differences between the two organizations. In the comparison of both organizations using organizational identity we find that SAS and Trilogy both have employees with a very strong sense of identity but for very different reasons. The employees at SAS are proud to work there because of the encouragement of creativity and mental and physical health within the workplace. Trilogians pride themselves by working with exceptional people that have been recruited from elite colleges around the world. When using the cultural element of artifacts there are many more differences than similarities in the comparison of SAS and Trilogy. For example, SAS has strategic landscaping throughout the campus including relaxing views of turtles basking in the sun, mural paintings, local artwork and casual dress. </li></ul>
Conclusion Continued <ul><li>The artifacts found throughout the Trilogy work place are not similar to what is found at SAS. At Trilogy there are mounds of leftover fast food wrappers, empty coffee and energy drinks cups, rows of tables with cords and laptops, walls of white boards filled with writing and barefooted employees. Although SAS and Trilogy both value their employees’ loyalty to the company, these organizations show it very differently. SAS promotes and encourages the value of family time by providing multiple on-campus child care for all employees, many cafeterias with healthy menus to promote a healthy diet and fitness facilities to aid in their employees’ mental and physical well-being. Most Trilogians are young, recent graduates that do not have families. The values at Trilogy consist of intelligence by hiring highly intelligent people, commitment of work through long hours, many times 17 hour days, and also the value of self-motivation by having the employees create their own tasks. These two organizations provide innovative and quality software to their customers but do so by very different means of work ethic shown through our comparison of using the three cultural elements of organizational identity, artifacts and values. </li></ul>
References <ul><li>Eisenberg, E. M., Goodall, H. L., & Tretheway, A. (2007). Organizational Communication: Balancing Creativity and Constraint (5 th ed). New York: Bedford/St. Martins. </li></ul><ul><li>Tompkins, P. K. (2005). Apollo, Challenger, Columbia: The Decline of the Space Program . Los Angeles: Roxbury. </li></ul>
We (Leigh Ann Rogers and Jana Sorrell) have abided by the UNCG Academic Integrity Policy on this assignment.
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