Organization Culture MGMT 550, Spring 2001 Maggie Kolkena.

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Presentation transcript:

Organization Culture MGMT 550, Spring 2001 Maggie Kolkena

Agenda What is Culture? Strength of Culture Diagnosing Culture Application: IDEO Sub-Cultures: Herman d’Hooge, Intel Culture Comparison: Cindy Trames, Nike

What is Culture? Definition: Shared pattern of beliefs, assumptions and expectations held by organization members A reflection of the organization's “personality”

Levels of Organization Culture Fundamental Beliefs & Assumptions Shared Values Patterns of Behavior Behavioral Needs Artifacts & Creations Subjective Objective Bowditch and Buono, 5 th Edition

Strength of Culture Extent of shared beliefs “Thick” cultures More widely shared Clearly ordered vs. ambiguous “Thin” cultures = higher ambiguity

Diagnosing Culture Ethnographers focus on: Cultural artifacts and creations Organizational heroes Organization myths and stories Organizational taboos, rites & rituals Shared values  Espoused vs. enacted

Methods for Deciphering Organization Culture Content analyzing publications Content analyzing company documents & historical records Observing physical settings Observing organizational member interactions Administering questionnaires & surveys Listening to & analyzing conversations Listen to organization myths & stories Focus groups Interviewing organizational members (iterative) Insider-outsider in-depth interviews (iterative) Subjective Objective

IDEO What artifacts did you notice? Were there patterns of behavior? What were some of the behavioral norms? Can you guess at the shared values? What fundamental beliefs and assumptions can you infer?

Herman D’Hooge: Intel In what ways did the sub-culture align with greater Intel culture? In what ways did the sub-culture deliberately diverge?

Cindy Trames: Nike What artifacts are unique to Nike? Who are the organizational heroes? What are some of the myths and stories at Nike?

Culture Comparison: Intel & Nike IntelNike Artifacts Patterns of Behavior Behavioral Norms Shared Values Fundamental Beliefs & Assumptions

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