Organizational culture can be defined in three paradigms: integration, differentiation, and ambiguity. Culture shapes members' behavior and rationalizes patterns of action. It enables certain parts of an organization and legitimizes institutions. Culture also governs members' cognitive and emotional connection to the organization. Using culture as a control mechanism allows managers to coordinate employees who want to cooperate. However, culture is complex and difficult for managers to fully control or manipulate.

1. Organizational Culture and Control Presented by Zeke Hernandez and Jin Qi

3. Irrelevant Not relevant at organizational level, perhaps at subunit level Central—leader has power to manipulate culture Role of Leader Individual within organization, specific issues Subunits within the organization Entire organization Unit of analysis Constant change, contradiction, and creativity Diversity and disagreement, contrast Consistency and consensus Characteristics Ambiguity That which is different across the organization That which is shared and unique Emphasis Fragmentation (Ambiguity) Differentiation Integration Dimension

4. Continuous and centered on individual adjustment to changing issues, very hard to identify Localized and incremental, motivated by external environment, not traumatic Organization-wide, revolutionary change (e.g. unfreezing, change, refreezing), traumatic Change process Impossible for managers to manipulate, useful for individuals to navigate through changing situations Hard to manipulate at the organizational level Culture as a managerial tool—the key to control, commitment, and coordination Instrumentality of culture Web, jungle Islands of clarity in a sea of ambiguity Umbrella, clearing in the jungle Metaphor Embraced, the only shared value in the organization Medium-level; avoided by the creation of subcultures that avoid differences across subunits Non-existent (except during short transition period of cultural change) Ambiguity Fragmentation (Ambiguity) Differentiation Integration Dimension

5. Transitory and manipulative Multifaceted and contested Unitary Org. identity* Open (individual focused) Open (environment focused) Closed Type of system* Complexity Configurational and complementary Universalistic, perhaps contingent over time Organizational Design* Garbage-can Boundedly-rational; coalitions Rational Decision-making* Fragmentation (Ambiguity) Differentiation Integration Dimension