Organizational Culture: Some Definitions Glue that holds an organization together through a sharing of patterns of meaning. Culture focuses on the values, beliefs, and expectations that members come to share.” Pattern of basic assumptions that a group has invented, discovered, or developed in learning to cope with its problems...

Organizational Culture: Some Definitions Is invisible, but is the implicit and tacit knowledge members share, which informs and shapes activities… Culture is taught to new members as the correct way to perceive, think, behave and feel in relation to

Central Notion of “Sharing” Shared understanding, shared meanings, shared values, shared norms, shared beliefs Common and shared experiences--similarities and differences If you go to look for shared meanings can’t find them--intangible--must be interpreted, represented through symbols, symbolic action

Organizations Are Part of Larger National Culture Hofstede’s research on IBM in 40 countries National cultural differences within organizational culture power distance uncertainty avoidance individualism masculinity

Organizations Are Part of Larger National Culture Power Distance: willing to accept unequal distribution of power, wealth, prestige (LPD-Denmark) Uncertainty Avoidance: tolerance for ambiguity, risk, uncertainty Individualism: expectation to act independently of other members Masculinity: Clear gender role separation

3 Level Model of Organizational Culture Artifacts: Visible but often undecipherable Values: Greater level of awareness Assumptions: Taken for granted and invisible (“unquestioned truths”)

Artifacts of Culture Physical: art, logos, buildings, décor, dress, appearance, physical layout, materials Behavioral: ceremonies, rituals, communication patterns, traditions, customs, rewards, punishments Verbal: anecdotes, jokes, jargon,stories, myths, history, heroes,villains,metaphors

Values and Norms Values: social principles, standards, basis for making moral judgments about right and wrong Norms: Unwritten rules that tell members what is expected of them; defines what is normal and deviant behavior Values and norms are closely linked

Some Examples of Deep Level Assumptions Nature of human nature “Correct” way for people to organize Homogeneity vs. diversity

Debates About Organizational Culture How culture should be used --understanding vs.control Can culture really be “managed” or “changed”? (Culture change programs, culture as a tool of management, e.g., Tushman & O’Reilly) Norms and values grounded in deeply rooted assumptions and unquestioned beliefs--almost impossible to “manage”