Culture In Organizations


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Presented to systems design graduate students in work process design course at the University of Washington as part of curriculum to develop an understanding of environmental considerations for implementation of IT solutions.

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  • Get to know you…. 30 minute get to know you. Write two or three statements that describe the organizational culture of your learning environment? (in project groups 10 minutes) Group List and Review (15 minutes) Mark three most significant you as an individual (10 min)
  • Culture In Organizations

    1. 1. Culture in Organizations December 3, 2008 Rachel Lyn Rumson Cultivating Leadership
    2. 2. Objectives <ul><li>What organizational culture is. </li></ul><ul><li>Why it is important to understand. </li></ul><ul><li>Ways to understand it. </li></ul><ul><li>Some useful tools </li></ul>
    3. 3. <ul><li>&quot;Organizational culture is the key to organizational excellence... and the function of leadership is the creation and management of culture..&quot; </li></ul><ul><ul><ul><ul><li>Edgar Schein Organizational Culture and Leadership </li></ul></ul></ul></ul>
    4. 4. Why is culture important? <ul><li>Cultural can both enable and constrain what organizations are able to do. </li></ul><ul><li>Culture affects learning at all levels. </li></ul><ul><li>Heart and soul of an organization </li></ul><ul><li>Tacit knowledge of the system </li></ul><ul><li>The collective belief system </li></ul>
    5. 5. Agile Manifesto <ul><li>Why is face to face communication the most effective? </li></ul><ul><li>Why do developers and business people need to work together to ensure success? </li></ul>
    6. 6. Influences on Culture <ul><li>Leadership: authority and power </li></ul><ul><li>Gender: The Female Advantage </li></ul><ul><li>Subcultures: Generational, ethnic, class </li></ul><ul><li>Countercultures: Trade unions </li></ul>
    7. 7. Culture: What is it? <ul><li>“ No map for these territories.” </li></ul><ul><li>William Gibson </li></ul>
    8. 8. 3 Levels of Culture <ul><li>Artifacts </li></ul><ul><ul><li>Visible organizational structures and processes. (Hard to decipher.) </li></ul></ul><ul><li>Espoused Values </li></ul><ul><ul><li>Strategies, goals, philosophies. (Espoused justifications.) </li></ul></ul><ul><li>Basic Underlying Assumptions </li></ul><ul><ul><li>Unconscious, taken-for-granted beliefs, perceptions, thoughts, and feelings. (Ultimate source of values and actions.) </li></ul></ul>
    9. 9. SMOKE
    10. 10. Culture is Phenomenal <ul><li>The creative process of constructing reality </li></ul><ul><ul><li>Values and norms </li></ul></ul><ul><ul><li>Assumptions and expectations </li></ul></ul><ul><ul><li>Conversations and questions </li></ul></ul><ul><li>Enactment: We accomplish or enact our reality </li></ul><ul><ul><li>Scripts - language </li></ul></ul><ul><ul><li>Contacts - connections </li></ul></ul>
    11. 11. Values are at the Core Goodstien & Goodstien - A new approach to understanding and measuring values.
    12. 12. How do you learn about it? <ul><li>Long Answer </li></ul><ul><ul><li>Stories – the heroes and the villains, key insights, significant events </li></ul></ul><ul><ul><li>Metaphors – language that shapes mental models – reaches the intrapersonal </li></ul></ul><ul><ul><li>Behaviors – observed styles, structures, strategies, processes and patterns </li></ul></ul><ul><li>Short Answer </li></ul><ul><ul><li>Ask </li></ul></ul>
    13. 13. Questions for Cultural Analysis <ul><li>What is the background of the founders? </li></ul><ul><li>What explains the organizations growth and survival? </li></ul><ul><li>What does the organization stand for? What is its motto? </li></ul><ul><li>What values does the organization talk about? </li></ul><ul><li>What values does the organization act about? </li></ul>
    14. 14. Exercise <ul><li>Talk in project groups about your best learning environment? (10 minutes) </li></ul><ul><li>Write two or three statements that describe the organizational culture of this learning environment? (10 minutes) </li></ul><ul><li>Share one statement with group (List) </li></ul><ul><li>Mark the three most significant to you as an individual. </li></ul>
    15. 15. Practices and Core Competencies <ul><li>Dialogue </li></ul><ul><ul><li>Talk about what matters </li></ul></ul><ul><ul><li>Get “snap shots” </li></ul></ul><ul><ul><li>Build it into the process </li></ul></ul><ul><li>Social Network Analysis </li></ul><ul><ul><li>The white space on the org chart </li></ul></ul><ul><ul><li>The knowledge store </li></ul></ul><ul><ul><li>Trust – learn how to see it </li></ul></ul><ul><li>Collaboration </li></ul><ul><ul><li>Participatory structures </li></ul></ul><ul><ul><li>collaboration = alignment </li></ul></ul>
    16. 16. Calling Card Rachel Lyn Rumson [email_address] +1.207.332.7224
    17. 17. References <ul><li>Ellinor, L. & Gerard, G. (1998) Dialogue: Rediscover the transformative power of conversation. New York: John Wiley & Sons Inc. </li></ul><ul><li>Goodstien, L.D & Goodstien, J. (2007) A new approach to understanding and measuring values. Pheiffer Annual: Consulting. </li></ul><ul><li>Helgesen, S. (1995) The Female Advantage. New York: Doubleday </li></ul><ul><li>Senge, P., Kleiner, A., Ross, P., Smith, B., & Roberts C. (1994) The fifth discipline fieldbook. New York: Doubleday. </li></ul><ul><li>Schein, E. (1992). Organizational culture and leadership , 2nd ed. San Francisco, CA: Jossey-Bass. </li></ul><ul><li>Morgan, G. (2006). Images of organization . Thousand Oaks, CA: Sage. </li></ul><ul><li>Schein, E. (2004). DEC is dead. Long live DEC. Berrett-Koehler. </li></ul><ul><li>Schein, E. (1999). The corporate culture survival guide. San </li></ul><ul><li>Francisco, CA: Jossey-Bass. </li></ul><ul><li>Schein, E. (1996). Three cultures of management: The key to organizational learning. Sloan Management Review , 38, no. 1:-20. </li></ul><ul><li>Schein, E. (1992). Organizational culture and leadership , 2nd ed. San Francisco, CA: Jossey-Bass. </li></ul><ul><li>Stephenson, K. (2007). Quantum theory of trust . Financial Times. </li></ul><ul><li>Stephenson, K. (2006). Netform® Analysis Training Manual . </li></ul><ul><li>Weick, K. E. (1979). The social psychology of organizing (2nd ed.) </li></ul><ul><li>Weick, K. E. (1996). Sensemaking in organizations. Newbury Park, CA: Sage </li></ul>