8.1 Defining Organizational Culture

Organizational culture shapes how people think and act at work. It's the shared values, beliefs, and norms that guide behavior in a company. Understanding culture is key to leading effectively and creating a positive work environment.

This section dives into what organizational culture is and why it matters. We'll explore the different levels of culture, from visible artifacts to deep-seated assumptions, and how they impact employee motivation, performance, and collaboration.

Organizational Culture: Definition and Components

Definition and Influence

Top images from around the web for Definition and Influence

• 

  Motivating an Organization | Boundless Management View original

  Is this image relevant?

• 

  Shaping Organizational Culture | Boundless Management View original

  Is this image relevant?

• 

  What Is Organizational Culture? | Principles of Management View original

  Is this image relevant?

• 

  Motivating an Organization | 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 Definition and Influence

• 

  Motivating an Organization | Boundless Management View original

  Is this image relevant?

• 

  Shaping Organizational Culture | Boundless Management View original

  Is this image relevant?

• 

  What Is Organizational Culture? | Principles of Management View original

  Is this image relevant?

• 

  Motivating an Organization | Boundless Management View original

  Is this image relevant?

• 

  Shaping Organizational Culture | Boundless Management View original

  Is this image relevant?

1 of 3

• Organizational culture represents the shared values, beliefs, assumptions, and norms shaping the behavior of individuals and groups within an organization
• Functions as a powerful force influencing employee behavior, decision-making, and overall performance
• Provides a sense of identity, belonging, and purpose for employees, increasing motivation and commitment
• Reflects the unwritten rules and expectations guiding behavior, often described as "the way things are done around here"

Key Components

• Artifacts (visible structures and processes)
  • Tangible elements of culture (dress codes, office layouts, rituals)
  • Observable manifestations of the underlying values and assumptions
  • Provide clues about the organization's culture to outsiders and new employees
• Espoused values (strategies, goals, philosophies)
  • Stated beliefs and principles the organization claims to follow
  • Often reflected in mission statements, corporate values, and public declarations
  • May or may not align with the actual practices and behaviors within the organization
• Basic underlying assumptions (unconscious beliefs and perceptions)
  • Deeply ingrained, often unconscious beliefs guiding behavior and decision-making
  • Formed over time through shared experiences and problem-solving
  • Rarely questioned or challenged, as they are taken for granted by organizational members

Levels and Types of Organizational Culture

Levels of Culture

• Edgar Schein's model identifies three levels of organizational culture
  • Artifacts: visible and tangible elements (dress codes, office layouts, rituals)
  • Espoused values: stated beliefs and principles (mission statements, corporate values)
  • Basic underlying assumptions: deeply ingrained, unconscious beliefs guiding behavior and decision-making
• Understanding these levels helps in analyzing and changing organizational culture

Types of Culture

• Competing Values Framework describes four types of organizational culture
  • Clan culture: collaborative and family-like, emphasizing teamwork and employee development (Southwest Airlines)
  • Adhocracy culture: innovative and risk-taking, valuing creativity and adaptability (Google)
  • Market culture: competitive and results-oriented, focusing on achievement and market share (Amazon)
  • Hierarchy culture: structured and rule-oriented, emphasizing stability and efficiency (government agencies)
• Charles Handy's typology includes power, role, task, and person cultures
  • Power culture: centralized decision-making, relying on key individuals (small entrepreneurial firms)
  • Role culture: bureaucratic, with clearly defined roles and responsibilities (large, stable organizations)
  • Task culture: team-oriented, focusing on specific projects or tasks (consultancies, project teams)
  • Person culture: individual-centered, prioritizing the needs and goals of employees (professional associations)
• Geert Hofstede's dimensions of national culture impact organizational culture in multinational corporations
  • Power distance, individualism vs. collectivism, masculinity vs. femininity, uncertainty avoidance, and long-term vs. short-term orientation
  • These dimensions influence communication styles, decision-making processes, and employee expectations

Impact of Culture on Employee Behavior

Influence on Motivation and Performance

• Organizational culture significantly influences employee behavior, motivation, and performance by shaping perceptions, attitudes, and actions
• A strong, positive culture fosters employee engagement, job satisfaction, and organizational commitment
  • Leads to improved performance and reduced turnover
  • Employees feel valued, supported, and aligned with the organization's goals
• Alignment between individual values and organizational culture affects person-organization fit
  • High fit results in increased job satisfaction and retention
  • Low fit can lead to dissatisfaction, stress, and turnover

Impact on Communication and Collaboration

• Culture impacts communication, collaboration, and knowledge sharing among employees
  • Affects innovation and problem-solving capabilities
  • Open, transparent cultures encourage information sharing and cross-functional teamwork (Pixar)
  • Siloed, hierarchical cultures hinder collaboration and slow decision-making (traditional manufacturing firms)
• Misaligned or toxic cultures can lead to increased stress, conflict, and counterproductive work behaviors
  • Negatively impacts employee well-being and performance
  • Examples include cultures of fear, blame, or excessive competition (Enron)

Factors Shaping Organizational Culture

Internal Factors

• Founders and early leaders establish and shape culture through their values, beliefs, and actions
  • Set the tone for the organization's priorities, practices, and expectations (Steve Jobs at Apple)
  • Their influence persists even as the organization grows and evolves
• Organizational structure, size, and technology shape culture by influencing communication patterns, decision-making processes, and employee interactions
  • Flat structures promote collaboration and autonomy (startups)
  • Hierarchical structures emphasize control and stability (large, established firms)
• Subcultures emerge based on factors such as department, location, or professional background
  • Create variations in the overall organizational culture
  • Can lead to conflicts or silos if not managed effectively

External Factors

• Industry and competitive environment influence culture, as certain values and practices may be more prevalent or necessary for success
  • Fast-paced, innovative cultures in technology sectors (Silicon Valley)
  • Risk-averse, regulated cultures in financial services (Wall Street banks)
• National culture, including societal values and norms, impacts organizational culture in multinational corporations
  • Influences expectations around power distance, individualism, and uncertainty avoidance
  • Requires adaptation and sensitivity to local cultural contexts
• Mergers, acquisitions, and significant organizational changes can disrupt or alter culture
  • Requires careful management to ensure successful integration and adaptation
  • Clashes between cultures can lead to employee resistance, turnover, and reduced performance (Daimler-Chrysler merger)