6.2 Subcultures

Subcultures in organizations are distinct groups with unique values and norms. They form through shared experiences, proximity, and aligned beliefs. These subcultures develop their own behaviors, language, and symbols, fostering cohesion among members.

Subcultures impact organizations by influencing overall culture, potentially causing conflict, and bringing diverse perspectives. Effective management involves recognizing differences, fostering communication, aligning goals, and leveraging strengths. The interplay between subcultures and dominant culture shapes organizational dynamics.

Types of subcultures

• Subcultures are distinct groups within a larger organizational culture that share unique values, norms, and behaviors
• Can form based on factors such as job roles (marketing team), demographics (millennials), or interests (fitness enthusiasts)
• Examples of subcultures in organizations include management subculture, union subculture, and departmental subcultures (IT, sales)

Formation of subcultures

Shared experiences and backgrounds

Top images from around the web for Shared experiences and backgrounds

• 

  Diversity in Organizations | Boundless Management View original

  Is this image relevant?

• 

  Shaping Organizational Culture | Boundless Management View original

  Is this image relevant?

• 

  The Eight Cultural Forces - The lens & the lever — The Learner's Way View original

  Is this image relevant?

• 

  Diversity in Organizations | Boundless Management View original

  Is this image relevant?

• 

  Shaping Organizational Culture | Boundless Management View original

  Is this image relevant?

1 of 3

Top images from around the web for Shared experiences and backgrounds

• 

  Diversity in Organizations | Boundless Management View original

  Is this image relevant?

• 

  Shaping Organizational Culture | Boundless Management View original

  Is this image relevant?

• 

  The Eight Cultural Forces - The lens & the lever — The Learner's Way View original

  Is this image relevant?

• 

  Diversity in Organizations | Boundless Management View original

  Is this image relevant?

• 

  Shaping Organizational Culture | Boundless Management View original

  Is this image relevant?

1 of 3

• Individuals with similar experiences or backgrounds tend to gravitate towards each other and form subcultures
• Common experiences such as working on the same project, facing similar challenges, or undergoing training together can foster subculture formation
• Shared backgrounds, including educational background (alumni from the same university), cultural background (employees from the same country), or professional background (former colleagues from a previous company), can also contribute to subculture formation

Proximity and interaction

• Physical proximity and regular interaction among individuals can lead to the development of subcultures
• Employees who work in the same department, on the same floor, or in the same location are more likely to form subcultures due to increased opportunities for interaction and communication
• Frequent collaboration, such as cross-functional teams or project groups, can also facilitate subculture formation through increased interaction and shared experiences

Alignment of values and beliefs

• Individuals who share similar values, beliefs, and attitudes are more likely to form subcultures
• Alignment of personal values with organizational values can lead to the formation of subcultures that strongly identify with and support the organization's mission and goals
• Shared beliefs about work ethic, leadership styles, or the importance of work-life balance can also contribute to subculture formation

Characteristics of subcultures

Distinct norms and behaviors

• Subcultures often develop their own norms and behaviors that set them apart from the dominant organizational culture
• These norms may include specific work practices, communication styles, or decision-making processes that are unique to the subculture
• For example, a subculture within the sales department may have a norm of celebrating successful deals with team outings, while the dominant culture may not have such a practice

Unique language and symbols

• Subcultures may develop their own language, jargon, or slang that is specific to their group
• This unique language can help create a sense of identity and belonging within the subculture and may not be fully understood by outsiders
• Subcultures may also adopt symbols, such as logos, mascots, or specific clothing items (team jerseys), that represent their group identity

Cohesion and loyalty

• Subcultures often exhibit strong cohesion and loyalty among members, as they share common experiences, values, and goals
• Members of a subculture may feel a sense of camaraderie and support each other, both professionally and personally
• This cohesion can lead to increased motivation, job satisfaction, and retention within the subculture
• However, strong loyalty to a subculture may sometimes lead to an "us vs. them" mentality and potential conflicts with other subcultures or the dominant culture

Impact of subcultures on organizations

Influence on overall culture

• Subcultures can significantly influence the overall organizational culture, especially if they are large or powerful
• The values, norms, and behaviors of subcultures can gradually permeate the dominant culture, leading to shifts in the organization's overall culture over time
• For example, if a subculture that values work-life balance grows in size and influence, it may lead to changes in the organization's policies and practices to better accommodate this value

Potential for conflict and division

• The presence of multiple subcultures within an organization can sometimes lead to conflict and division
• Subcultures with opposing values, goals, or work styles may clash, leading to tension and decreased collaboration
• Power struggles may arise between subcultures vying for resources, recognition, or influence within the organization
• If not managed effectively, these conflicts can negatively impact productivity, morale, and overall organizational performance

Benefits of diversity and innovation

• Subcultures can bring diverse perspectives, skills, and ideas to an organization, leading to increased innovation and problem-solving capabilities
• The unique experiences and backgrounds of subculture members can help organizations better understand and serve diverse customer segments
• Interactions between subcultures can lead to cross-pollination of ideas and the development of novel solutions to organizational challenges
• Embracing and leveraging the diversity of subcultures can contribute to a more inclusive and adaptable organizational culture

Managing subcultures effectively

Recognizing and respecting differences

• Effective management of subcultures begins with recognizing and respecting the unique characteristics and contributions of each subculture
• Leaders should avoid attempting to suppress or eliminate subcultures, as this can lead to resistance and decreased engagement
• Instead, managers should seek to understand the values, norms, and behaviors of each subculture and find ways to leverage their strengths for the benefit of the organization

Fostering open communication

• Encouraging open and transparent communication among subcultures and between subcultures and the dominant culture is crucial for effective management
• Regular forums, meetings, or events that bring together members of different subcultures can help build understanding and collaboration
• Leaders should model open communication by actively listening to the concerns and ideas of subculture members and providing clear and consistent messaging across the organization

Aligning subcultures with organizational goals

• To minimize conflict and maximize the benefits of subcultures, managers should work to align the goals and values of subcultures with those of the overall organization
• This can be achieved through clear communication of organizational objectives, involving subculture members in decision-making processes, and recognizing and rewarding behaviors that support organizational goals
• By finding common ground and creating a shared sense of purpose, leaders can help subcultures feel valued and invested in the organization's success

Leveraging strengths of subcultures

• Effective managers recognize the unique strengths and capabilities of each subculture and find ways to leverage them for the benefit of the organization
• For example, a subculture known for its creativity and innovation can be tasked with leading new product development initiatives
• A subculture with strong customer service skills can be enlisted to help improve the organization's customer experience
• By tapping into the strengths of subcultures, organizations can improve performance, increase employee engagement, and foster a more collaborative and inclusive work environment

Subcultures vs dominant culture

Power dynamics and influence

• The relationship between subcultures and the dominant culture is often characterized by power dynamics and influence
• The dominant culture, typically shaped by top management and reflecting the organization's official values and norms, holds more power and influence than subcultures
• However, subcultures can also wield significant influence, particularly if they are large, well-established, or aligned with critical organizational functions (sales team in a sales-driven company)
• The power and influence of subcultures can impact decision-making processes, resource allocation, and the overall direction of the organization

Conformity and resistance

• The interaction between subcultures and the dominant culture often involves elements of conformity and resistance
• Subcultures may face pressure to conform to the norms and values of the dominant culture, particularly if they are seen as deviating from organizational goals or standards
• Some subcultures may choose to conform to the dominant culture to gain acceptance, recognition, or advancement opportunities
• Others may resist conformity and actively work to maintain their distinct identity and practices, even if it puts them at odds with the dominant culture

Integration and coexistence

• The long-term success of an organization often depends on the effective integration and coexistence of subcultures and the dominant culture
• Integration involves finding ways to incorporate the strengths and perspectives of subcultures into the dominant culture, creating a more inclusive and adaptive organizational culture
• Coexistence involves recognizing and respecting the differences between subcultures and the dominant culture while fostering collaboration and minimizing conflict
• Effective integration and coexistence require ongoing communication, negotiation, and compromise between subcultures and the dominant culture, as well as strong leadership to guide the process