Organizational culture refers to shared assumptions, values, and beliefs that develop within an organization and guide member behavior. It is shaped over time as the organization solves problems and can be understood by examining various dimensions, including communications, norms, history, decision-making processes, and physical spaces. Understanding an organization's culture provides insight into how it functions and is led.

1. Organizational Culture Lecture 4

2. A pattern of shared basic assumptions that the group learned as it solved its problems of external adaptation and internal integration, that has worked well enough to be considered valid and, therefore, to be taught to new members as the correct way you perceive, think, and feel in relation to those problems. -Schein (2006) Definition

3. Culture a phenomenon that surrounds us all. Culture helps us understand how meaning is created, embedded, developed, manipulated, managed, and changed. Culture defines leadership and leadership defines culture. Understand the culture to understand the organization (This is one method). Importance as a tool for looking at organizations

4. Culture is a story Theories in action verses Espoused Stories, myths, heroes, artifacts, informal behaviours Norms and group behaviour Organisational learning (single or double looped Productivity & effectiveness Leadership

5. Find The Dimensions Innovate --------------------------Avoid mistakes Think long term--------------------Live for today Save money----------------Spend for the future Work by oneself---------------Work as a group Be flexible------------- Follow rules and norms Collaborate-------------------------------Compete Make your own decisions---Make joint decisions Are there any others?

6. Organisational Culture Check List Communications (see also “Words”) Attitude towards Frequency How are strangers greeted Style Use of language Preferred modes? Most common modes? Written or verbal? E-mail or memo? Telephone or face to face? Acceptable ways of offering opinion Impassioned arguing? Rational debate? Shouting acceptable?

7. Deviancy Is non-normative behaviour admired or deprecated? Are ‘fools’ and ‘tricksters’ celebrated? Formally or informally? Groups and networks Formal or informal Rumour & gossip rate Sanctioned or illegitimate Strength of grapevine

8. History Attitudes to history Attitudes to past folk heroes & villains Lots of stories? Told in public or told in corridors? Organisation myths Home and work Attitudes towards child care Role of spouse What is the policy towards domestic crises? How are domestic crises actually dealt with? More flexible than policy?

9. Meetings How are new members (employees) assimilated How often Setting Shape of table Who attends Who sits where Who speaks

10. Rewards and recognition Basis of reward Individual-based Team-based Organisation-based Indicators of status—grade or salary? Private bonus system Public reward? Titles Salesman of month, etc.

11. Space, use of Allocation of office space Decor an indicator of social structure? Location an indicator of social structure? e.g. ‘top’ management at top of building? Size an indicator of social structure? Indicators in open plan: Higher partitions? Some offices? Labelling—how easy is it for stranger to find a specific person Analogue of ease of entry to organisation? Mapping of function or process to space? Open plan vs. individual offices Public vs private space: Use of toilets “Executive washroom”? Shared toilets? State of building—clean, in need of decoration, etc

12. Time Attitudes to time Busy, busy or relaxed? Attitude to past and future Emphasis on planning Punctuality—virtue or vice?

13. Words Jargon Indicator of boundary strength Subgroups using jargon? Modes of address Different to clients? First name to all? Mr upward, first name downward? Sir? Terms of address; terms of reference Treatment of women different from men? Sexual innuendo? Harassment? Pinups? Sexual joking? Swear words?

14. Dress code Formal or informal? How rigidly enforced Are there ‘dress down’ days? How are they treated? How do people dress for off-site meetings? What differentiators—how many classes? for example: Uniforms for security Casual for operations Two piece suits for middle managers Three piece suits for senior managers Fixtures & fittings Office furniture—expensive or cheap? Differences due to status or function? Do managers have chairs with arms and high backs? Are some areas carpeted? Why? Decor—bright? Dowdy? Level of maintenance and decorative order

15. Our exercise over next week: Watch “The Devil Wears Prada” Consider according to guidelines Come up with group presentation on: a) what are the important values b) What are the beliefs people at “Runway Magazine have? c) What are their basic assumptions? d) What would it be like to work there? e) What are the sources of stress and how do people cope?