Cultural Approaches

Culture (Schein) “Pattern of basic assumptions-invented, discovered, or developed by a given group as it learns to cope with its problems of external adaptation and internal integration-that has worked well enough to be considered valid and, therefore, taught to new members as the correct way to perceive, think, and feel in relation to those problems.”

Culture Both the ideology of a society and the actual, concrete practices that occur in a society. Man is an animal suspended in webs of significance which he himself has spun. Culture is the web. The totality of socially transmitted and constructed behavior patterns, arts, beliefs, institutional habits, & all other products of human work and thought characteristics of a community or population.

Culture Culture consists of the abstract values, beliefs, practices, & perceptions that lie behind people’s behavior. They are often shared by members of a society, & when acted on produce behavior considered acceptable by the community.

Overview Something an organization has Something an organization is Something an organization does Something that impacts organizational and individual identity An org. is greater than the things that make it up!!!!

Competing Values Framework (Cameron&Quinn, 1999) Hierarchy Culture-key values center on maintaining efficient, reliable, fast, smooth- flowing production (e.g., McDonalds). Market Culture-core values are competitiveness and productivity (e.g., General Electric). Clan Culture-like an extended family where shared values and goals, cohesion, participativeness, individuality, and a sense of we-ness exist. (e.g., People Express). Adhocracy Culture-temporary characterized by a dynamic, entrepreneurial and creative workplace (e.g., NASA).

The Congruence Model The higher degree of fit (congruence) among organizational components, the more effective the organization. Fit = Alignment of strategy, work, communication, people, structure, culture) Interdependence is critical Transformation = the work & business processes that convert resources into offerings (Consider input and output) “The greater the total degree of congruence (fit) among organizational components, the more effective the organization will be.

Definitions of Fit Individual-Organization (Culture) –Individual-Work –Individual-Informal Organization –Work-Organization –Work-Informal Organization –Organization-Informal Organization

Input Environment Resources History Work Formal Organization Informal Organization People Output System Unit Individual Strategy Congruence Model (Nadler & Tushman)

Prescriptive approach Strong cultures (Deal and Kennedy) –Values Beliefs –Heroes Exemplify an org.’s values –Rites and rituals Ceremonies –Cultural network Communication system through which cultural values are instituted and inforced

Excellent cultures (Peter and Waterman) Themes –A bias for action –Close relations to the customer –Autonomy and entrepreneurship –Productivity through people –Hands on, value-driven –Stick to the knitting –Simple form, lean staff –Simultaneous loose-tight properties

Descriptive approach Individuals make sense of their world through their communicative behaviors Seek to describe an organization’s unique sense of place Distinction b/t prescriptive and descriptive –Culture is complicated –Culture is emergent-socially constructed –Culture is not unitary co-cultures w/in org. Cultural penetration (slices) –Culture is not static

Schein’s Model of Organizational Culture Org. culture is complex Group phenomenon Communication is important in developing, maintaining, and displaying culture Pattern of basic assumptions Culture is emergent and developmental

A model of culture Level I: Behaviors and artifacts –Manifestations of the culture –Markers Level II: Values –Preferences of what ought to happen Level III: Basic assumptions –Core beliefs/world views