Ch6 OrgCulture Climate

Chapter 6
Organizational Culture and Organizational Change

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Human Resources Development
One can act through two theoretical approaches: Classical Organizational or Traditional Bureaucratic
Helps
organize and manage the organization, but will not help motivate staff.
Human
Taps
Resources Development
the higher order motivational needs of the people in the organization.

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Human Resources Development

HRD is concerned with how leaders structure the work environment to socialize individuals to the organization. This affects how individuals develop perceptions, values, and beliefs concerning the organization and what influence these inner states have on behavior. This is the realm of organizational climate and organizational culture. Important individuals in the development of the field: Kurt Lewin, Philip Selznick, Marshall Meyer, Andrew Haplin, Don Croft, and Michael Rutter.
Defining and Describing Organizational Culture and Climate

Different
schools have distinct personalities due to the particular social system of each school. This social system has a CLIMATE that is defined as the characteristics of the total environments in a school building. Renato Tagiuris model identifies four elements that comprise climate.
Defining and Describing Organizational Culture and Climate (continued)

Tagiuiris Model is composed of four dimensions: Ecology. Milieu. Social System (Organization). Culture. See Figures 6.1 through 6.5
Research on Organizational Culture

Theory
Z : William Ouchi
Ouchi compared Japanese and U.S. management practices. He applied Japanese practices in the U.S. and, using McGregors concept of Theory X and Y, called it Theory Z. Theory Z accepts the concepts of human resources development.
Research on Organizational Culture

(continued) In Search of Excellence by Tom Peters
Research showed that successful organizations, including schools, had a consistent theme: the
power of values and culture in these corporations rather than procedures and control systems, provides the glue that holds them together, stimulates commitment to a common mission, and galvanizes the creativity and energy of their participants.
Organizational Culture and Climate Compared and Contrasted

Culture
refers to the behavioral norms, assumptions, and beliefs of an organization.

the way things are done around here.
Climate
refers to perceptions of persons in the organization that reflect those norms, assumptions, and beliefs.
Organizational Culture and Climate Compared and Contrasted (continued)
Scheins Model of Levels of Culture describes culture as:

A body of solutions to problems that is believed to be the correct method for perceiving & thinking about problems. These solutions become assumptions about reality, truth, human relations, etc. These assumptions become internalized and operate as a set of unconscious assumptions taken for granted.
These assumptions are manifest by artifacts and values that can be studied through qualitative methods. See Figure 6.6 for a depiction of Scheins model.
How Organizational Culture is Created

Culture
is developed over time from :
An organizations history, composed of traditions and rituals that are passed to succeeding generations.
Stories
of heroes and heroines are important.
Values and beliefs that are embodied in the traditions and rituals. Behavioral norms that result (e.g., bell schedules, 7-period day).

(continued)
Organizational
culture has a powerful impact on climate:

Rosabeth Moss Kanters study of successful U.S. corporations. High performers have a culture of pride. This is found in organizations that are integrative. This culture fosters a climate of success.

(continued)
Subunits
within an organization may have cultures of their own resulting in multiple cultures.
Theory X administrators believe this conflicts with their authority. Theory Y administrators accept them as natural.
12
How Organizational Climate is Created

Organizational climate is created by the dynamic
interaction of:

Ecology Milieu Organizational Structure Culture With perhaps culture being the most powerful determinant. Roots of organizational culture are in Kurt Lewins work: B= f(p x e).
Example of the Carnegie Unit of Instruction impact on schools.

(continued)
Behavioral Settings: the complex physical and psychological environment of the organization in which individuals interact. Examples:
Roger Barker and Paul Gump Leonard Baird Seymour Sarason James B. Conant Seymour Sarason

(continued)
Interaction-Influence System is the central concept in Organizational Behavior.
The structure and processes of interactions among individuals is the interaction-influence system. Communication, motivation, leadership goals setting, decisions making, coordination, control and evaluation.
How these work in a school influence and shape behavior. Describing organizations, therefore, is describing the interaction-influence system.
Interaction-Influence System includes:
Relationship Between Organizational Culture and Organizational Effectiveness
Rensis Likerts analysis led him to conclude that there are causal variables under a leaders control that affect climate and organization performance :
Organization structure: bureaucratic or flexible. Leadership style: authoritative or democratic. Philosophy of operation: consensus decision making or not.
The choices leaders makes are critical to determining the nature of the management system in the organization. That is, Likerts System 1, 2, 3, or 4.
16
Relationship Between Organizational Culture and Organizational Effectiveness (continued)
The Problem of Measuring School Effectiveness Identifying independent and dependent variables. Studies by
Wilbur
Brookover Christopher Jencks Joyce Epstein Rudolf Moos
Findings from these type studies support the notion that many variables that can positively affect such outcomes as achievement and motivation of students are in control of leaders and teachers.
Describing and Assessing Climate
Many instruments exist to measure school climate: The OCDQ by Halpin and Croft is used to describe Open and Closed school climates:
Perceptions
of teachers: Intimacy, Disengagement, Espirit,
Hindrance. Perceptions of the principal: Thrust, Consideration, Aloofness, Production Emphasis.
The OCI by George Stern and Carl Steinhoff

Six
factors: Intellectual Climate, Achievement Standards, Personal Dignity (Supportiveness), Organizational Effectiveness, Orderliness, Impulse Control.
Four Management Systems
Each of Likerts four management systems have identifiable organizational climates:

System 1: Exploitive-Authoritarian. System 2: Benevolent Authoritative. System 3: Consultative. System 4: Participative Group.
Good communication requires effective use of the Linking-Pin concept.
19

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Chapter 6

Organizational Culture and Organizational Change

Copyright Allyn & Bacon 2007

Human Resources Development

the higher order motivational needs of the people in the organization.

Human Resources Development

Copyright Allyn & Bacon 2007 3

Defining and Describing Organizational Culture and Climate

Defining and Describing Organizational Culture and Climate (continued)

Copyright Allyn & Bacon 2007

Research on Organizational Culture

Research on Organizational Culture

Organizational Culture and Climate Compared and Contrasted

refers to the behavioral norms, assumptions, and beliefs of an organization.

Copyright Allyn & Bacon 2007

Organizational Culture and Climate Compared and Contrasted (continued)

Scheins Model of Levels of Culture describes culture as:

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How Organizational Culture is Created

is developed over time from :

of heroes and heroines are important.

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How Organizational Culture is Created

culture has a powerful impact on climate:

How Organizational Culture is Created

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How Organizational Climate is Created

How Organizational Climate is Created

How Organizational Climate is Created

Interaction-Influence System is the central concept in Organizational Behavior.

Copyright Allyn & Bacon 2007 15

Interaction-Influence System includes:

Relationship Between Organizational Culture and Organizational Effectiveness

Relationship Between Organizational Culture and Organizational Effectiveness (continued)

Brookover Christopher Jencks Joyce Epstein Rudolf Moos

Describing and Assessing Climate

of teachers: Intimacy, Disengagement, Espirit,

Hindrance. Perceptions of the principal: Thrust, Consideration, Aloofness, Production Emphasis.

The OCI by George Stern and Carl Steinhoff

Four Management Systems

Each of Likerts four management systems have identifiable organizational climates:

Good communication requires effective use of the Linking-Pin concept.

Copyright Allyn & Bacon 2007

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