Organizational Culture Notes
Culture of founder - culture creation and management is the essence of leadership
- If change needs to happen, it's diffictul because of underlying assumptions that rae not even realized.
- If the founder leaves, the culture is still there, it is what's embedded - - SO DIFFICULT
Leaders Values get imposed upon the group. If the organization is successful - later managers (and other people who come into the group) need to accept and emulate that.
- Good Leaders need to be able to step outside and be adaptive (how to get people coming into the org. to adapt and how org. can adapt out to the needs of the community.)
If you understand, you're less likely to be puzzled or angry (esp. as intern!!!!)
THREE LEVELS OF CULTURE
Artifacts (see)
- visible organizational structure.
- it seems to be clear
- what you see / hear / feel including architecture, decor, climate
- language, creations
- Dress Code (but you don't know why they're in jeans today)
- Myths and Stories
- Routines / process and behaviors
* * * BE CAREFUL - you don't know what is really is, or how it got there. Symbols are ambiguous and you might project your own feelings on to it!!!
example: First Bank Modern Art Collection in the ‘80's was part of a program (with 2 curators on the staff!!) It was to challenge to employees to think and be creative (employees weren't always interested - controversy corner, etc.) Just by looking at Artwork, you wouldn't know culture (but you would have some guesses!)
Espoused (said)
- Stragegic Goals and Philosophy
- what is actually said
- what people talk about
- may need to find an "informant" on this level
- documents/ mission statements / ethics
* * * BE CAREFUL - it is what is said, but that too can be misleading!!
Basic Underlying Assumptions (unconcious)
- Not talked about - unconcious
- Ultimate souce of actions
- May not even articulate - it's just the way we do things here
- Need to know to understand
- True meaning of Artifacts come out
- often taken for granted
Taken from Edward Shine - guru on Ed. Culture - - look him up
EXTERNAL SURVIVAL ISSUES
* Mission and Strategic Goals (what we have to do)
* Means, structures, systems, process (Division of labor, Rewards, Promotions, Authority)
* Measurement, error detection and correction systems (when you don't meet goals - - are you fired? New marketing plan?? Go to donors??)
INTERNAL INTEGRATION ISSUES
* Common language and concept categories for assumptions
* Group boundaries and identity (in / out crowds)
* Nature of authority in relationships (how do you address the boss?) (How to maintain / loose power)
* Allocation of rewards and status (friendships and peer relationships)
1/8/03
BACK TO ARTS ADMINISTRATION STUFF
