Organizational Culture PPT #13 Final Flashcards
Organizational Culture
Culture: A pattern of basic assumptions that are considered valid and that are taught to new members as the way to perceive, think, and feel in the organization
Often difficult to see, revealed through breaches
Analyzing Organizational Culture: Think of the layers of culture (Iceberg)
Artifacts: The observable symbols and signs of an organization’s culture
* Stories & Legends
* Rituals & Ceremonies: How or what you celebrate
* Language: English, French, Spanish, also can be specific language used in the workplace
* Symbols & Structures: Think like the Maple Leaf or CX logo
Values: Deeper level; values of an org and individual values
Assumptions: Deeper underlying level
Organizational Culture: Values (middle layer of iceberg, powered by assumptions and impacts artfiacts)
Espoused Values
* “What we say”
* Values that ostensibly(appears true but might not be) guide decisions & actions
* Displayed via artifacts:
Mission statements
Formal guidance
Slogans
Etc.
Enacted Values
* “What we do”
* Values-in-use that actually guide decisions & actions
* Displayed through behavior
Organizational Culture: Assumptions (Deepest layer of iceberg; impacts layers above it)
Assumptions: Deep, unconscious beliefs that impact what organization members think & feel, the things are the way they are and they are never really tested to deem if true
- Reality & truth - What is real?
- Time - How is time measured?
- Space - How is space allocated & used?
- Human nature - Is human nature good?
- Behavior - What is the right thing for people to do? What is most important?
- Relationships - How should people relate to each other?
Strong Organizational Culture: The Benefits
Strong Organizational Culture:
- Social Control: a mechanism used in organizations to encourage acceptable behaviors and discourage harmful ones.
- Social Glue via Social Identity: Promoting group loyalty and stability.
- Standardizes Sense-Making: How do we make sense of what happened
Strong Organizational Cultures: Potential Drawbacks
Misalignment with the organization’s environment, strategy, design, etc.
Strong cultures = Shared mental models (may be limiting)
Suppression of dissent; Those who don’t agree are silenced/feel they can’t speak
Reinforcing organizational culture: Leaders
Leaders play a big role in demonstrating and maintaining (and perhaps shaping) culture
Mentors can also demonstrate culture during onboarding
Rewards systems
Reinforcing organizational culture: The role of employee fit
Attraction: Values fit draws / repels potential hires
Selection: Organization selects personnel on values fit
Socialization: Organization helps new hires learn values and expected behaviours
Attrition: Poor values fit leads to turnover
Value fit = Alignment between what employee values and what organization value
High Value fit = More satisified with role and find work meaningful
Weak Organizational Culture
Lack of Social Control:
Employees lack clear behavioral expectations, leading to inconsistent and potentially harmful actions.
There is minimal alignment with organizational values or goals.
Weak Social Glue:
Low sense of belonging or loyalty among employees, often resulting in high turnover and instability.
Inconsistent Sense-Making:
Employees struggle to interpret events or decisions consistently, leading to confusion and misalignment.
Resistance to Change:
Without strong shared values, adapting to new strategies or external challenges is difficult.
Employees may lack trust in leadership or direction.
Low Morale and Engagement:
A weak culture often results in disengaged employees who feel undervalued or unsupported.
Poor communication and lack of purpose contribute to dissatisfaction.
Function of Organizational Culture
Organizations have layers of culture, with some easier to see than others
Organizational culture can promote organizational performance when properly aligned
Both employees and organizations benefit from considering cultural fit
