Culture, Creativity, Innovation Ch 14 Part 1: April 22

Org Culture Framework of attitudes, values, norms, expectations shared among org members Difference between espoused and enacted cultures Common dimensions: –What are typical dimensions along which culture is measured? Possible to have several cultures, called subcultures

Ben Schneider (SIOP ’05 presentation) Distinctions betw culture and climate Culture concerns beliefs & values exemplified by how orgs behave and the myths/stories that perpetuate it Climate concerns what happens in orgs, meaning people attach to it, & behavior and attitudes that follow

(cont.) Climate has a longer history: –Lewin (1939) – –1960’s – –1975 – B. Schneider’s climate for ____ –2000 – Zohar – –Method preference?

(cont.) Culture’s history in orgs: –Pettigrew (1979) – –Deal & Kennedy (1982) – –Schein (1985; 1992) – –Frost (1991) – –Predominant methodology?

Functions of Org Culture Provides sense of identity Strong cultures increase org commitment Clarify norms, rules to newcomers Any negative aspects?

Fortune’s Top 100 places to work 2009 results: –1. NetApp –2. Edward Jones –3. Boston Consulting –4. Google –5. Wegmans Food Markets Examples of culture:

Deciphering Culture Use artifacts – observable symbols –Examples? Survey employees –How can this be problematic? Observation Best approach is combination

Types of Culture Cameron & Quinn’s Competing Values 2 dimensions of culture – –Flexibility vs. stability –Internal vs. External focus Clan cultureAdhocracy culture Hierarchy culture Market culture Flexibility Stability Internal External

Hierarchy – internal focus, stable; very efficient & reliable Examples? Market – external focus, stable; competitive & productive Clan – internal focus, flexible; friendly & concerned w/ees Adhocracy – external, flexible; rapid changes, innovative

Formation of Culture Impact of org founder’s personality Adaptation to marketplace/environment How is culture learned? –Examples? What is culture’s effect on performance? –Subtle influences:

Changing Cultures What affects change in cultures? Strategies for merging cultures: –Assimilation –Deculturation –Integration –Separation

Strengthening Cultures Actions of leaders Introduce culturally consistent rewards Maintain stable workforce Selection process (screen for culture fit) Socialization process (mold new ees)