Assessing Organizational Culture: Moving Towards Organizational Change and Renewal

 Why assess organizational culture  The U of S Library case study Our methodology Our results  Conclusions from case study  Moving from assessment to change management

 Defining organizational culture … a collective understanding, a shared and integrated set or perceptions, memories, values and attitudes that have been learned over time and which determine the expectations of behavior that are taught to new members in their socialization into the organization.  Impact of culture Culture gives identity, provides collective commitment, builds social system stability and allows people to make sense of the organization (Sannwald, 2000)  Understanding culture for organizational change

 Search for a Dean of the Library Leadership needs Current organizational culture of the library  Socialization of new librarians Appointment of 15 “new” librarians Impact of organizational culture on work of librarians Facilitating effective work performance and success  Transformation of the U of S Library Revised standards for tenure and promotion Strategic planning

 Provides: Theoretical framework for understanding culture Organizational Culture Assessment Instrument (OCAI) - a validated instrument for diagnosing culture Systematic strategy for changing culture  Advantages: Easy to apply and easy to understand Graphic representation of dominant cultures Identifies subcultures Provides benchmark – comparable data

Cameron, Kim S. and Robert Quinn. Diagnosing and Changing Organizational Culture: Based on the Competing Values Framework. Rev. Ed. Jossey-Bass Business & Management Series. Jossey-Bass: San Francisco, 2006.

2.1 Dominant Characteristics (Divide 100 points) A. ____________Library A is a very personal place. It is like an extended family. People seem to share a lot of themselves. B. ____________Library B is a very dynamic and entrepreneurial place. People are willing to stick their necks out and take risks. C. ____________Library C is a very formalized and structured place. Policies and procedures generally govern what people do. D._____________Library D is very competitive in orientation. A major concern is with getting the job done. People are very production oriented.

 Challenges in working with a small population  24 of 36 librarians responded – 67% response rate 12 of 13 pretenured librarians 12 of 23 tenured librarians  8 of 13 pretenured librarians interviewed

The Existence of Subcultures

 Cultural attributes on the OCAI: dominant organizational characteristics Library leadership management of employees organizational glue (what holds the library together) strategic emphasis criteria of success

 Value of assessing organizational culture  Systematically managing culture change 6 step process (Cameron & Quinn)  Implementing change at the U of S

Clan Value human resources More guidance and direction Feedback and support Recognition Skilled management/supervision Orientation and mentorship Respect and trust Leaders: facilitators / mentors Adhocracy Value autonomy Leadership by example Clear research expectations Transparency in decisions and roles Innovation and creativity expectations Professional discourse Leaders: innovators / visionaries Hierarchy Clear decision making Leaders: organizers / coordinators Market Leaders: hard drivers / competitors