This learning module is not meant to provide a comprehensive summary of this topic.

Rather, it aims to provide a useful introduction and we encourage you to use the links located throughout and at the end of the module to explore points of interest.

Understanding Organizational Culture

Organizational culture is basically the way things are done in an organization the unwritten rules that influence individual and group behaviour and attitudes. Working towards developing an understanding of the culture of your organization will help you to fit in and feel at home in your new work environment. You can use this tool to learn: about organizational culture and the different types of organizations you may encounter; how national culture affects organizational culture; and, how you can gauge the culture of your organization.

Sections
What is organizational culture? Are there specific organizational types? National vs. Organizational Culture New kid on the block? References and Resources

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What is Organizational Culture?

Intangible, yet powerful Culture is composed of the values, beliefs and basic assumptions that are shared by members of an organization. It can be seen in everything from the hours worked and how people dress to attitudes towards risk and decisionmaking. In order to have a deeper understanding of the culture of any organization, you must examine the relationship of values, behaviours and unwritten rules. Behaviours above the surface of the culture; things we can see, hear or feel: physical environment, hours of work, mottos, language (e.g., acronyms, abbreviations, etc), dress, stories, rituals and ceremonies; easy to observe, but not always easy to interpret. Values just below the surface strategies, goals, practices, attitudes; easy to uncover in interviews; often explicitly stated (mission statement, motto, etc.) Lets take a closer look at these Culture should be viewed as something an organization is, rather than something it has. Gerald L. Pepper, 1995 Basic Assumptions (Unwritten Rules) further below - beliefs, thoughts and assumptions; unconscious and strongly held; hard to identify - taken-forgranted; difficult to uncover.

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First, lets look at behaviours In order to understand what is really happening within an organization, it is necessary to examine and identify the observable behaviours. Behaviours are what you see, hear and feel and are indicative of the organizations unwritten rules. For example:

Behaviours (symbols): dress (formal, informal) formality (social events) working hours (work-home balance) meetings (frequency, duration, purpose) decision-making (who, how) communications (jargon, how information is conveyed) traditions (rituals, what always happens or never happens) rules (accepted or not) conflicts (how are they resolved) physical environment (furnishings, equipment, staff lunch room)

Behaviour - people dress very formally at work Unwritten Rule - they believe that looking smart and professional at work is important

But what exactly are Unwritten Rules? When employees say, its the way we do things around here, they are referring to the unwritten rules which govern the way in which people perform tasks, solve problems, resolve conflicts, and treat each other. These unwritten rules are so-called because they: are intangible, yet they have a powerful influence on how people behave at work; are rarely openly discussed in meetings; are usually confined to coffee rooms and the water cooler; are rarely questioned or challenged; are usually shared by most, if not all, the people who work in an organization; and, provide a way for people to make sense of what is going on around them.

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Reflect on some of the observable behaviours in your organization. Jot down a few in the Organizational Culture Chart provided at the end of this module and then see if you can determine the underlying unwritten rule for each behaviour listed.

So where do values come in? Source: Cullen, R., Nicholls, S., Halligan, A., NHS Support Team: Values give people a sense of focus, Reviewing a Service discovering the unwritten rules, British Journal of Clinical Governance, 6.2, 2001. Available at: purpose and direction. Indeed, the http://www.cgsupport.nhs.uk/Resources/CG_in_print.asp values of an organization are often explicitly stated in the official mission statement, organizational publications, or perhaps on the Web site. However, these stated values may or may not have any bearing on what is actually happening within the organization. There may be discrepancies between what people say they are doing the stated values, and what they are actually doing - the behaviours. It is the unwritten rule that causes the inconsistencies between the stated values and behaviours. Whereas values provide a sense of what to aspire to, unwritten rules are grounded in peoples experiences within the organization. For example: Stated Value - Our organization believes in a work/home balance. Behaviour - Meetings are often scheduled for late in the afternoon or early in the morning and employees are expected to work late if the need arises. Discrepancy - The family-friendly policy is at odds with the expectation that employees stay late if required and attend meetings late in the afternoon and early in the morning. Unwritten Rule - You have to work as long as the person who works longest.

Examples of Unwritten Rules: we know best the client knows best knowledge is power were not trained to do that meetings constitute activity filling in a form makes it happen you have to do things cheaply the number of hours worked is equal to the value of the outcome

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Are there Specific Organizational Types?

Organizational Types Of course, each organization is uniquely different. However, the following four types may help provide some broad parameters to use when trying to determine the culture of your organization. The Clan Culture friendly place to work like an extended family leaders considered to be mentors loyalty and tradition prevail high commitment great deal of importance is placed on morale emphasis placed on employee development, teamwork and participation The Hierarchy Culture procedures must be followed formal and structured leaders pride themselves on being efficiency-minded ensuring the organization runs smoothly is a top priority formal rules and policies are the glue that holds the organization together success is defined in terms of dependable output, smooth scheduling and low cost management is concerned with secure employment and predictability The Development Culture dynamic, entrepreneurial and creative place to work risk-taking is common leaders are innovative commitment to experimentation and innovation is the glue that holds the organization together emphasis is on being on the leading edge and on growth and development success is all about developing unique and effective products or services individual initiative is encouraged
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The Market Culture results-oriented place major concern is getting the job done competitive and goal-oriented atmosphere leaders are hard drivers, tough and demanding emphasis is on winning hard-driving competitiveness
Source: Cameron, Kim S. & Robert E. Quinn, Diagnosing and Changing Organizational Culture, Reading, MA: Addison Wesley Longman, 1999.

For the lowdown on what really happens in the organization, look at the cartoons stuck on the walls of employees offices. They are often incisive satires of the official line and reveal what the dilemmas really are.
Fons Trompenaars & Charles Hampden-Turner, Riding the Waves of Culture: Understanding Diversity in Global Business, New York: McGraw-Hill, 1998.

Learning Activity: Norms Not Sure Its Norms first day at his placement. As usual, hes in a bit of a muddle. He overslept, couldnt find the key to lock his door, and left a folder of important papers on the bus. As a result, hes arrived at the office building where his host organization is, but he cant remember the exact floor theyre located on. Follow Norm as he searches for his new office and then try the quiz on the following page.

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First Floor: Norm takes the elevator to the first floor of the office building. The elevator door opens and he is deposited into a large, elegant reception area with deep carpeting and dim lights. There are several dark leather chairs for waiting and a selection of the companys annual reports on a sleek glass table. A young woman in a dark suit sits at a large desk conversing over a headset in a quiet voice. Looking around, Norm spies a long hallway with many closed doors and notices several professionally dressed people carrying files and speaking in hushed tones

Second Floor: Norm takes the elevator to the next floor. The elevator door opens and he finds himself in a large, sunlit reception area with shiny wooden floors. Several wicker chairs surround a table displaying cooking and exercise magazines. A friendly young man in a yellow golf shirt chats with someone at the reception desk. Norm notices a group of employees having an animated conversation by the water cooler. He wanders down a hallway and glances into offices where he sees people busily working. In one office, he spots a group of singing people celebrating a birthday. On his way back to the reception area, he stops to have a look at the staff bulletin board, where he examines photos from a recent staff golf tournament and brochures advertising in-house professional development courses

Third Floor: Norm gets back in the elevator and goes up a floor. The door opens and he finds himself in a large lobby with a large reception desk. Over the reception desk is an enormous sign that reads: Were Number One! Taking a peek down a nearby hall, Norm notices a time clock alongside a set of employee timecards. The employee bulletin board is crammed full of notices, as well as a picture of the employee of the month. As he heads back to the reception area, he notices that many of the staff are attending a meeting in the conference room; others are hard at work and appear preoccupied.

Fourth Floor: Once again, Norm gets back in the elevator and proceeds to the final floor in the office building. When the door opens, Norm is in a large open area. Casually-dressed people are milling about talking and there is a real buzz in the air. Theres a sense of fast-paced action. Most amazingly, the receptionist appears to be a robot of some sort, complete with a headpiece, and an on-line listserv replaces the staff bulletin board.

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Quiz: Reflect on the four different organizations Norm wandered into while he was searching for his placement. Using the observable behaviours and symbols Norm encountered, decide which of the four organizational types each establishment most closely resembles. First Floor The Clan Culture The Hierarchy Culture The Market Culture The Development Culture Second Floor The Clan Culture The Hierarchy Culture The Market Culture The Development Culture Third Floor The Clan Culture The Hierarchy Culture The Market Culture The Development Culture Fourth Floor The Clan Culture The Hierarchy Culture The Market Culture The Development Culture

(Refer to page 18 for suggested answers.)

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National vs. Organizational Culture

Culture or Culture? The organization of any culture is essentially created. People who are establishing an organization will typically borrow from models or ideas that are familiar to them, for instance their own particular cultural programming. The resulting organizational culture may be like a family, or more like a missile homing in on strategic objectives. Consider the following four types of organizational culture which vary considerably in how they think and learn, change and motivate, reward and resolve conflict. The Family Culture Personal Culture (people before roles) Leader is regarded as caring father Close relationships General happiness and welfare of all members of organization is of concern to this type of organization Metaphor father or head of organization has more experience and authority than children or employees Power-oriented organizational culture More interested in intuitive knowledge, than rational knowledge; more interested in development of members of organization, than utilization of members Power is generally not threatening, but rather, caring Tend to be high-context great deal of cultural content taken for granted by members Motivated more by praise and appreciation, than by money Criticisms are seldom voiced publicly Negative feedback is indirect Low priority to efficiency; high priority to effectiveness Number of in-jokes, family stories, rituals and traditions, makes it more difficult for outsiders to feel that they belong Examples of countries in which you might encounter a Family Culture within a large organization: Japan, Brazil, Turkey, Pakistan, Spain, Italy, Philippines

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The Eiffel Tower Culture Role Culture (roles before people) Organization with various roles and functions organized at top of hierarchy Supervisor to oversee completion of several tasks; manager to oversee several supervisors Narrow at top and broad at bottom (like Eiffel Tower) Hierarchy different from family Each level has clear responsibility for levels below it The boss is replaceable Authority is attached to position, rather than person Professional qualifications assist careers in this type of organization Rejects values of Family Culture. Eiffel Tower Culture believes that personal relationships likely to warp judgements and create favouritism. Each level of hierarchy is described, rated for complexity and responsibility and has a salary attached to it. Consider Family Culture to be arbitrary, irrational, cosy and corrupt. Believe in having necessary skills to fill position and developing necessary skills to move up. Employees are precise and meticulous (ideally). Complaints are dealt with through rules and fact-finding procedures. Examples of countries in which you might encounter an Eiffel Tower Culture within a large organization: Germany, France, Switzerland, Australia, Canada The Guided Missile Culture Egalitarian Impersonal and task-oriented Examples of countries in which you might Members do jobs that are not encounter a Guided Missile Culture within a fixed in advance; must do large organization: USA, the UK, Norway whatever it takes to accomplish and Ireland tasks Tasks often undertaken in teams or project groups Groups may be temporary Relationships as fleeting as projects being worked on
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The Incubator Based on idea that organizations are secondary to fulfilment of individuals Organizations serve as incubators for self-expression and selffulfilment Purpose is to free individuals (from routine tasks) for more creative activity Minimal structure; minimal hierarchy Authority commanded by individuals is personal; vision and ideas inspires others to work with them Change is fast and spontaneous Participants are on same wave-length, searching together for solution to problem Motivation is often intense Competition to contribute to the emerging shape of something new
Trompenaars, Fons & Charles Hampden-Turner, Riding the Waves of Culture: Understanding Diversity in Global Business, New York: McGraw-Hill, 1998.

Remember, these are ideal types in the real world, it is more likely you would find elements of more than one cultural type in your organization, with one culture dominating. Shannons Story Shannon arrived on her placement at a bank in Manila excited about the experience and eager to learn. However, what started out as an exciting opportunity soon deteriorated into an unpleasant experience. My supervisor was distrustful and suspicious and watched our every move. We had a time clock to ensure we were arriving on time, and he frequently strolled through the office stopping to look over shoulders to see what people were doing. No one else seemed to mind, but I found that I resented his attitude and it began to interfere with my work. What happened? Shannon didnt understand the supervisors approach to management. She felt that his behaviour indicated a total lack of trust. Unfortunately, the more carefully he observed the employees, the more Shannon felt this illustrated a lack of respect.
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Why? In the Filipino culture, which is a family or hierarchical culture, this is the way supervisors show caring and involvement for their subordinates. As the supervisor explains, Filipino employees who are not treated like this might feel neglected and unimportant.
Sources (adapted from): Adler, Nancy, International Dimensions of Organizational Behaviour, Cincinnati, OH: South-Western College Publishing: 1997; Trompenaars, Fons & Charles Hampden-Turner, Riding the Waves of Culture: Understanding Diversity in Global Business, New York: McGraw-Hill, 1998.

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New Kid on the Block?

What should I expect? Work is more than a way to spend time; its a way of life. When you enter a new organization, you will likely need to be taught (or socialized) the way life is conducted within this new environment. This socialization can take many forms from a more formal orientation session to on-the-job training. Whatever form it takes, the goal is to create a citizen who can function within the confines and culture of the organization.

Source: Pepper, Gerald L., Communicating in Organizations: A Cultural Approach, New York: McGraw-Hill, 1994.

Colms Story During the first week of my placement I was invited to the weekly staff meeting. In fact, I was told that it would be a great opportunity to meet everyone in the organization at one time. On the appointed day, I arrived for the meeting five minutes early. Nobody was there; not one person in the entire conference room. I sat patiently waiting and watching the minutes pass by until five minutes after the scheduled start of the meeting. By then I was confused, embarrassed and a little worried that I had the date or the time wrong. Ten minutes later people began to arrive. After a few weeks in the organization and by observing the behaviour of my coworkers, I finally realized that the organizational norm was for meetings to begin late. I wish I could say this was the only organizational norm I learned the hard way! What happened? No one thought to mention this common practice in the organization because the ways of working within an organization generally function at an unconscious level and are therefore taken for granted by its members. Why is it important for me to understand the culture? The culture of an organization is intangible and can therefore be difficult to pin down. However, it can be a critical factor in how you feel about your work. For instance, does it match or adversely affect your vision of your lifestyle; are there cultural adjustments you feel you must make to work there; how do your values compare to the organizations values? These differences can be elusive and difficult to define, making assessment of the organizational culture difficult. However, a newcomer with objective perceptions can often observe things insiders take for granted.
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How do I do this? You can learn a great deal on your own if you: Read Almost every organization produces at least one of the following: Mission Statement (where you will find the organizations goals and values explicitly stated) Web site Publications, reports, newsletters, etc (what sorts of things are mentioned or emphasized; how does the organization present itself to the world (recent social events or a recent increase in profits?) Or, Google the organization to find out what the outside world thinks of it! Ask Ask your co-workers: What do they think the image of the organization is? What words might they use to describe it (e.g., friendly, experienced, stable, secure)? What sorts of behaviours are expected in the organization? What happens when someone has a success or failure at work? Is the message you get about the culture consistent across levels and units within the organization? Observe Look around at your surroundings: Do the furnishings make a particular statement? Do people dress differently depending on their position within the organization? Do people talk and socialize at work (or outside of work, for instance: holiday parties, social events, company softball games)? Are there particular rites and ceremonies in the organization? This can be a challenging exercise. However, by trying to understand how things work, youll get a peek at why they work the way they do.

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Checklist Organizations are both part of and apart from society. They are communities of their own with distinct rules and values. Nevertheless, working to develop a good understanding of the dimensions of the culture in which you live will likely help you to have a better understanding of the culture of your organization. Use the following checklist throughout the first weeks of your placement to help you develop an understanding of the organizational culture of your new environment. Remember to look deeper past the observable behaviours and symbols see if you can decipher the unwritten rules. Add your own observations in the space provided! Communication How do staff communicate with one another (pop over to office/desk, memo, phone, e-mail)? Are there people who do not look at others in the eye? Whose glance do they avoid? If someones office door is closed, how do you approach it? How do people address one other in the organization? How do they address their superiors? How do people greet one another in the morning? If you are in conversation with someone and the telephone rings, do they interrupt the conversation to answer it? How do you interrupt someone politely? How much time do they spend greeting one another? How accessible/approachable are senior staff members? How are organizational decisions communicated to the staff? Is feedback (positive or negative) given regularly?

Time What time do people come to work? Do they arrive on time? Do people take coffee or tea breaks?
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Groups and Networks Do people seem to prefer working in groups or individually? Do people gather at lunch? If so, what do they talk about? Do people get together after hours socially?

Dress How do people dress? (formal, informal) Are there dress-down days? How do people dress for special appointments/meetings?

Meetings Does everyone participate in meetings? Who speaks at meetings? What do people say if they arrive late for a meeting? Are people encouraged to share ideas at meetings?

Boundaries What types of positions do women hold in the organization? Is saving face important to people? What are the organizations guiding Suggested Answers from Norms not values? sure Learning Activity on page 10: Is there a sense of stability within First Floor The Hierarchy Culture the organization, or is there Second Floor The Clan Culture continuous change? Third Floor The Market Culture Does the organization have its own Fourth Floor The Development Culture language (jargon, acronyms, etc)? What are the attitudes to past folk heroes and villains within the organization? How are new staff members assimilated?

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Organizational Culture Chart Behaviour Unwritten Rule

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References & Resources

Useful Links

Coaching and Organizational Culture by Rick Fullerton, Ph.D., Coaching

Connection, Government of Canada (B)
http://coaching.gc.ca/documents/coaching_and_organizational_culture_e.asp

Strategic Leadership and Decision Making: Organizational Culture, National

Defence University (E)
http://www.au.af.mil/au/awc/awcgate/ndu/strat-ldr-dm/pt4ch16.html

Organizational Culture by Carter McNamara, of Authenticity Consulting (E)

http://www.managementhelp.org/org_thry/culture/culture.htm

Research Centre (IDRC), Government of Canada (B)

http://www.idrc.ca/en/ev-28365-201-1-DO_TOPIC.html

Chapter 4 Organizational Motivation by the International Development

Adrien M.-H., Sliwinski, A., and Lusthaus, C., Universalia, 1998 (F)
http://www.universalia.com/files/occas32.pdf

Planifier une auto-valuation organisationnelle : bilan dune exprience, by

Professional Development Resources: Organizational Development the

http://med.fsu.edu/sgealibrary/org.htm

Southern Group on Educational Affairs, Florida State University College of Medicine (E)

Understanding Organizational Culture by Russell Consulting Inc. (E)

http://www.russellconsultinginc.com/docs/white/culture.html

(B) = Bilingual Site

(E) = English Site

(F) = French Site

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