In Sorensen's article (2009) he follows the definition provided by Schein, in which an organizational culture is defined as a set of basic assumptions that have developed as a consequence of the Organization's attempts to adapt to internal and external problems. These assumptions are also discussed in the academic article that I chose to read this week by the same author that Sorento references, Schein. "Culture is what a group learns over a period of time as that group solves its problems of survival in an external environment and it's problems of internal integration. Such learning is simultaneously a behavioral, cognitive, and an emotional process" (Schein, 1990, p. 111). In Schein's article there is a lot of talk about perceptions, language and thought processes that a group works through to form their attitudes and behaviors. This is where the organizational culture is formed, from groups of people sharing different experiences, biases and behaviors (Schein, 1990).
Culture is also defined in Schein's article as a pattern of basic assumptions and a invented, discovered, or developed perspective by a given group. The patterns then become the organizational culture that can be either positive or negative. These groups that form the organizational culture can play a very important role in shaping the success or failure of an organization. When an organization is successful it is due to the members of the organization who share and believe in the culture set in place. "When everyone agrees that certain behaviors are more appropriate than others, violations of behavioral norms may be detected and corrected faster" (Sorensen, 2009). As in detecting problems, a strong positive organization structure can enhance goal alignment which makes coordination much easier since there is less room for misunderstanding between members of a team because they all have the same understanding of the organization's goals.
In both articles it is suggested that strong organizational cultures are associated with cultural strength. The way to achieve strong organizational cultures is to hire the right people, but this is expensive and difficult and not many organizations do this. The other way that a strong organizational culture can be formed is by having the leaders in the firm "forcefully and consistently artivulate and enact the firm's core values" (Sorensen, 2009, p. 3).
What is important to remember about organizational cultures is that social influences affect and shape the way people interpret different things. It is also important to remember that employee information transmission can not be dependable, especially if there is a lot of turnover. To prevent different interpretations of the organization's values and culture, the organization needs to invest in its employees and produce clear and concise statements of purpose or mission, which will leave no doubt what the organization 'really means' (Sorensen, 2009, p.5).
Schein, E. H. (1990). "Organizational culture". American Psychologist, 45(2), 109-119.
Sorenson, J. (2009). Note on Organizational Culture. Harvard Business School, pp. 1-6.
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ReplyDeleteInteresting review of articles by Sorenson and Schein. Since I am always looking to apply our readings to my experiences at my organization, I wonder how you might apply these concepts of organizational culture to your organization? Do you think that there would ever be an instance in which "different interpretations" of an organization's culture and values might be welcome in an organization?
Good question Peggy! In my department new or different interpretations of the department values and mission is not welcome. We are suppose to go along with what currently exists. In the past few months we have had changes in the culture and it has been for the worst. I believe that leadership will step in and do something about it when the department no longer is efficient. I do think that in some instances where change is welcomed and needed different interpretations are welcomed and implemented. If it will make the organizations more effective and productive I think it's a good thing to have cultural changes.
ReplyDeleteI am sorry to hear that is the case - that the new or different interpretations of department values are not welcomed by leadership. It seems to me that savvy leaders understand that such input can only benefit them and their organization in the end. Hopefully, the changes you anticipate will come soon!
ReplyDeleteNice extension of the ideas from this week's readings. In general, the readings talked about the benefits that are associated with a strong culture. However, Sorensen also notes that a strong culture can actually be a liability, particularly in an unstable environment. Can you think of examples of industries or organizations that might not benefit from a strong culture? How about your own organization? Would you say that there is a strong organizational culture?
ReplyDeleteAlso, you note that there have been some negative changes in your organization's culture recently. In such a situation, can a strong culture also be a liability?
Jessica, I think that a strong NEGATIVE culture can be a liability because if now one takes responsibility for bad actions the organization can be held responsible for in proper behaviors of managers and leaders in charge. As I read other blogs, I think that Southwest Airlines and HP have strong cultures that are very productive and allow for an effective and functional organization.
ReplyDeleteI am sorry to say that my department currently has a strong negative culture that will soon suffer from it because of the decisions being made at the leadership levels. In the current situation that I am in, the liability does exist and if the management is not careful they can get into a lot of trouble because of all the alienation and animosity that it is currently fostering. I really hate to admit it, but right now, no one wants to say anything because they don't want to rock the boat, but something needs to be done, before the department falls apart.