COMM 3170: Introduction to Organizational Communication Summer 2005 Dan Lair

Questions from Chapter 4

Roots of Organizational Culture Late 1970s -- response to rational/statistical bias Late 1970s -- response to rational/statistical bias In organizational studies generally (Ouichi and Wilkins, 1985) In organizational studies generally (Ouichi and Wilkins, 1985) Anthropology Anthropology Sociology Sociology In communication particularly (Eisenberg and Riley, 2001) In communication particularly (Eisenberg and Riley, 2001)

Three Views of the Nature of Organizational Culture Culture is something that an organization “has”: The variable approach Culture is something that an organization “has”: The variable approach Culture is something that an organization “is”: The root metaphor approach Culture is something that an organization “is”: The root metaphor approach Culture is something that an organization is “in”: The contextual approach Culture is something that an organization is “in”: The contextual approach

Culture as Something an Organization “Has” Culture as a variable Culture as a variable Two key 1982 management books: Two key 1982 management books: Deal & Kennedy’s Corporate Cultures Deal & Kennedy’s Corporate Cultures Peters & Waterman’s In Search of Excellence Peters & Waterman’s In Search of Excellence Focus on developing “strong” vs. “weak” organizational cultures. Focus on developing “strong” vs. “weak” organizational cultures. Functionalist perspective on organizational culture Functionalist perspective on organizational culture

Culture as Something an Organization “Has”: The Work of Edgar Schein Three Levels of Culture Artifacts Artifacts Values and Beliefs Values and Beliefs Assumptions Assumptions Culture primarily flows from bottom up Culture primarily flows from bottom up Levels can affect each other Levels can affect each other Three Functions of Culture Demarcation Demarcation Identification Identification Control Control

Culture as Something an Organization “Is” Symbolist perspective on organizational culture. Symbolist perspective on organizational culture. “More things are going on in organizations than getting the job done. People do get the job done, true (though probably not with the singleminded task-orientation that organizational communication texts would have us believe); but people in organizations also gossip, joke, knife one another, initiate romantic involvements, cue new employees to ways of doing the least amount of work that still avoids hassles from a supervisor, talk sports, arrange picnics” (Pacanowsky and O’Donnell- Trujillo, 1982) “More things are going on in organizations than getting the job done. People do get the job done, true (though probably not with the singleminded task-orientation that organizational communication texts would have us believe); but people in organizations also gossip, joke, knife one another, initiate romantic involvements, cue new employees to ways of doing the least amount of work that still avoids hassles from a supervisor, talk sports, arrange picnics” (Pacanowsky and O’Donnell- Trujillo, 1982) Organizational culture cannot be intentionally manipulated by managers Organizational culture cannot be intentionally manipulated by managers

Culture as Something an Organization is “In” Modernist Perspective Geert Hofstede and “national culture” Geert Hofstede and “national culture” Power distance Power distance Uncertainty avoidance Uncertainty avoidance Individualism Individualism Masculinity Masculinity Postmodern Perspective Influence of Cultural Studies (Taylor) Influence of Cultural Studies (Taylor) “Host” cultures Effect of broad culture on organizational life “Cultural communication about organization” “Cultural communication about organization”

Culture as Something and Organization “Is”: Discussion What is anticipatory socialization? What is anticipatory socialization? What cultural messages have shaped – and continue to shape – your understandings and expectations of organizational life? What cultural messages have shaped – and continue to shape – your understandings and expectations of organizational life? Clair and the colloquialism, “A Real Job” Clair and the colloquialism, “A Real Job”

Three Lenses to “Look” at an Organizational Culture Joanne Martin (1992) Joanne Martin (1992) Integration Perspective: unity and consensus Integration Perspective: unity and consensus Differentiation Perspective: inconsistency, subcultures Differentiation Perspective: inconsistency, subcultures Fragmentation Perspective: complexity, multiplicity Fragmentation Perspective: complexity, multiplicity These perspectives describe the researcher/consultant’s viewpoint, not the culture itself!!! These perspectives describe the researcher/consultant’s viewpoint, not the culture itself!!!

W. Charles Redding’s Ideal Managerial Climate (or Culture) Trust Trust Openness Openness Supportiveness Supportiveness Participative Decision Making Participative Decision Making Emphasis on High-performance Goals Emphasis on High-performance Goals What view of culture does Redding’s IMC adopt? What view of culture does Redding’s IMC adopt?