Quote: "Edgar Schein, a leading researcher in this field, defined 'organizational culture' as comprising a number of features, including a shared 'pattern of basic assumptions'."
The methods and tools for measuring and assessing organizational culture, such as surveys, interviews, observations, and artifacts.
Definition of Organizational Culture: Understanding what organizational culture is and why it is important is necessary when starting to learn about measuring organizational culture. Organizational culture refers to the shared values, beliefs, practices, and norms that shape an organization's behavior, decision-making process, and overall functioning.
Types of Organizational Culture: There are different types of organizational cultures such as authoritarian, clan, market, and adhocracy. Each type of culture has its own unique features and characteristics, and understanding these can help in assessing an organization's culture.
Measuring Organizational Culture: There are various methods and tools used for measuring organizational culture such as surveys, interviews, focus groups, observation, and social network analysis. Understanding these methods and their advantages and disadvantages can help in selecting the appropriate method for measuring organizational culture.
Factors Affecting Organizational Culture: Various factors such as leadership style, organizational structure, communication, and employee behavior can affect organizational culture. Understanding these factors and how they interact with the organization's culture is crucial for assessing and measuring organizational culture.
Organizational Culture Assessment: Assessing organizational culture involves analyzing an organization's cultural features such as values, beliefs, practices, and norms, and evaluating how they impact various aspects such as employee behavior, decision-making, and communication. Proper assessment of an organization's culture can help in identifying areas that need improvement and developing strategies to enhance organizational culture.
Benefits of Measuring Organizational Culture: Measuring organizational culture can provide various benefits such as identifying areas of weakness, improving employees' job satisfaction, enhancing organizational performance, and attracting and retaining top talent.
Tools for Measuring Organizational Culture: There are various tools and models available for measuring organizational culture such as the Competing Values Framework, Denison Organizational Culture Survey, Hofstede's Cultural Dimensions, and the Cultural Web. Understanding these tools can help in selecting the appropriate tool to measure an organization's culture.
Legal and Ethical Issues in Measuring Organizational Culture: Measuring organizational culture can raise legal and ethical issues such as invasion of privacy, data confidentiality, and bias. Understanding these issues and ensuring proper safeguards and ethical practices can help in avoiding legal and ethical problems.
Role of Leadership in Developing Organizational Culture: Leaders play a crucial role in developing and shaping an organization's culture. Understanding how leaders can influence organizational culture and developing effective leadership strategies can help in developing a positive and impactful organizational culture.
Importance of Organizational Culture in Organizational Change: Organizational culture plays a crucial role in driving organizational change. Understanding how an organization's culture impacts its ability to change and developing strategies to align organizational culture with organizational change can help in achieving successful organizational change.
Organizational Culture Assessment Instrument (OCAI): A tool developed by professors at the University of Michigan to measure organizational culture based on four key types: Clan, Adhocracy, Market, and Hierarchy.
Competing Values Framework: A model developed by Quinn and Rohrbaugh that identifies four types of organizational culture: Clan, Adhocracy, Market, and Hierarchy.
Denison Organizational Culture Survey: A questionnaire used to measure four cultural traits: Mission, Adaptability, Involvement, and Consistency.
Cultural Dimensions: A model developed by Hofstede that outlines six cultural dimensions: Power Distance, Individualism vs. Collectivism, Masculinity vs. Femininity, Uncertainty Avoidance, Long-term vs Short-term Orientation, and Indulgence vs Restraint.
Cultural Web: A model developed by Johnson and Scholes to analyze the culture of an organization based on six key elements: stories, symbols, power structures, organizational structures, control systems, and rituals and routines.
Schein’s Model of Organizational Culture: A model developed by Schein that identifies three levels of culture: artifacts and behaviors, espoused values, and underlying assumptions.
Cultural Values Assessment (CVA): A tool used to measure organizational culture based on values, belief systems and assumptions.
Competency models: A set of competencies and behaviors that are key indicators of successful employees, which is evaluated through the hiring, performance management, promotion, and leadership development of an employee.
Employee engagement surveys: Surveys aimed at investigating how satisfied and invested employees are in their jobs, teams, goals, and organizations. This can also give insights on the culture of the organization.
Job or culture fit assessments: Letting potential candidate evaluate the company’s culture and the job's responsibilities and requirements to assess whether they will work well in that culture.
Quote: "Elliott Jaques first introduced the concept of culture in the organizational context in his 1951 book The Changing Culture of a Factory."
Quote: "The study concerned itself with the description, analysis, and development of corporate group behaviors."
Quote: "Ravasi and Schultz (2006) characterize organizational culture as a set of shared assumptions that guide behaviors."
Quote: "The organizational culture influences the way people interact, the context within which knowledge is created, the resistance they will have towards certain changes, and ultimately the way they share (or the way they do not share) knowledge."
Quote: "In addition, organizational culture may affect how much employees identify with an organization."
Quote: "Schein (1992), Deal and Kennedy (2000), and Kotter (1992) advanced the idea that organizations often have very differing cultures as well as subcultures."
Quote: "Flamholtz and Randle (2011) suggest that one can view organizational culture as 'corporate personality'."
Quote: "They define it as consisting of the values, beliefs, and norms which influence the behavior of people as members of an organization."
Quote: "It may also be influenced by factors such as history, type of product, market, technology, strategy, type of employees, management style, and national culture."
Quote: "The organizational culture influences the way people interact, the context within which knowledge is created, the resistance they will have towards certain changes, and ultimately the way they share (or the way they do not share) knowledge."
Quote: "Culture includes the organization's vision, values, norms, systems, symbols, language, assumptions, environment, location, beliefs and habits."
Quote: "Though Gallup finds that just 22% of U.S. employees feel connected to their organization's culture."
No specific quote provided.
Quote: "Ravasi and Schultz (2006) characterize organizational culture as a set of shared assumptions that guide behaviors."
Quote: "The organizational culture influences the way people interact, the context within which knowledge is created, the resistance they will have towards certain changes, and ultimately the way they share (or the way they do not share) knowledge."
Quote: "Schein (1992), Deal and Kennedy (2000), and Kotter (1992) advanced the idea that organizations often have very differing cultures as well as subcultures."
Quote: "In addition, organizational culture may affect how much employees identify with an organization."
Quote: "Culture includes the organization's vision, values, norms, systems, symbols, language, assumptions, environment, location, beliefs and habits."
Quote: "Though Gallup finds that just 22% of U.S. employees feel connected to their organization's culture."