10 Principles of Organizational Culture
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Influencing Behavior During Planned Culture Change: a Participatory
Antioch University AURA - Antioch University Repository and Archive Student & Alumni Scholarship, including Dissertations & Theses Dissertations & Theses 2016 Influencing Behavior During Planned Culture Change: A Participatory Action Research Case Study Michael Valentine Antioch University - PhD Program in Leadership and Change Follow this and additional works at: http://aura.antioch.edu/etds Part of the Industrial and Organizational Psychology Commons, Leadership Studies Commons, and the Organizational Behavior and Theory Commons Recommended Citation Valentine, Michael, "Influencing Behavior During Planned Culture Change: A Participatory Action Research Case Study" (2016). Dissertations & Theses. 322. http://aura.antioch.edu/etds/322 This Dissertation is brought to you for free and open access by the Student & Alumni Scholarship, including Dissertations & Theses at AURA - Antioch University Repository and Archive. It has been accepted for inclusion in Dissertations & Theses by an authorized administrator of AURA - Antioch University Repository and Archive. For more information, please contact [email protected], [email protected]. INFLUENCING BEHAVIOR DURING PLANNED CULTURE CHANGE: A PARTICIPATORY ACTION RESEARCH CASE STUDY MICHAEL VALENTINE A DISSERTATION Submitted to the Ph.D. in Leadership and Change Program of Antioch University in partial fulfillment of the requirements for the degree of Doctor of Philosophy September, 2016 This is to certify that the Dissertation entitled: INFLUENCING BEHAVIOR DURING PLANNED CULTURE CHANGE: A PARTICIPATORY ACTION RESEARCH CASE STUDY prepared by Michael Valentine is approved in partial fulfillment of the requirements for the degree of Doctor of Philosophy in Leadership and Change. Approved by: Elizabeth Holloway, Ph.D., Chair date Mitchell Kusy, Ph.D., Committee Member date Ashley Lackovich-Van Gorp, Ph.D., Committee Member date Stephen A. -
Su Ppo R T D O Cu M En T
v T Structures and cultures: A review of the literature Support document 2 EN BERWYN CLAYTON M VICTORIA UNIVERSITY THEA FISHER CANBERRA INSTITUTE OF TECHNOLOGY ROGER HARRIS CU UNIVERSITY OF SOUTH AUSTRALIA ANDREA BATEMAN BATEMAN & GILES PTY LTD O MIKE BROWN UNIVERSITY OF BALLARAT D This document was produced by the author(s) based on their research for the report A study in difference: Structures and cultures in registered training organisations, and is an added resource for T further information. The report is available on NCVER’s website: <http://www.ncver.edu.au> R O The views and opinions expressed in this document are those of the author(s) and do not necessarily reflect the views of the Australian Government, state and territory governments or NCVER. Any errors and omissions are the responsibility of the P author(s). © Australian Government, 2008 P This work has been produced by the National Centre for Vocational Education Research (NCVER) on behalf of the Australian Government and state and territory governments U with funding provided through the Australian Department of Education, Employment and Workplace Relations. Apart from any use permitted under the CopyrightAct 1968, no S part of this publication may be reproduced by any process without written permission. Requests should be made to NCVER. Contents Contents 2 Tables and figures 3 A review of the literature 4 Section 1: Organisational structure 4 Section 2: Organisational culture 21 Section 3: Structures and cultures – a relationship 38 References 41 Appendix 1: Transmission -
2 Culture and Culture Change
2 Culture and Culture Change CHAPTER SUMMARY The second chapter introduces us to culture. What is culture exactly? For most sociologists, culture refers to the knowledge, traditions, values, practices, and beliefs held by members of an organization, community, or society. As Eric Weissman describes, culture is a social force that impacts our daily lives and the choices we make. It can be both material and immaterial and produces “webs of significance” that influence both individual identity and entire societies. One distinction that you should take away from this chapter is that of culture versus structure. Structural elements of society are comprised of the enduring patterns of social relations and social institutions, whereas cultural elements are those that carry meanings. We interpret these meanings and attach them to certain values, ideas, and beliefs. In terms of time and space, culture can cover a vast area of meaning. It can refer to one’s entire social reality, or a particular social or geographical location. Even within Canada, when one thinks of Canadian culture, a few images immediately come to mind—the maple leaf and the game of hockey, for example. Yet within this one nationally unified culture, there exists several different cultures. These can be divided up by province, ethnicity, age, and so on. In terms of time and space, the other important distinction you must remember when looking at culture is that the culture of any people or place rarely stays the same over time. Culture is a fluid object and is always changing. Culture also influences the values and norms of a society. -
Pleistocene Climate Variation and the Origin of Human Culture
Built for Speed: Pleistocene Climate Variation and the Origin of Human Culture Peter J. Richerson Department of Environmental Science and Policy University of California Davis, California USA 95616 [email protected] Robert Boyd Department of Anthropology University of California Los Angeles, California USA 90024 [email protected] Abstract. Recently, several authors have argued that the Pleistocene climatic fluctuations are responsible for the evolution of human anatomy and cognition. This hypothesis contrasts with the common idea that human language, tools, and culture represent a revolutionary breakthrough rather than a conventional adaptation to a particular ecological niche. Neither hypothesis is satisfactory. The “Pleistocene hypothesis”, as proposed, does not explain how Pleistocene fluctuations favor the particular adaptations that characterize humans. The alternative hypothesis does not explain what has prevented many animal lineages in the remote past from evolving a similar adaptive complex of tools, language and culture. Theoretical models of the cultural evolutionary process suggest some answers to these questions. Learning, including social learning, is rather generally a useful adaptation in variable environments. The progressive brain enlargement in many mammalian lineages during the last few million years suggests that climatic deterioration has had the general effect predicted by the Pleistocene hypothesis. Increased dependence on simple social learning was a preadaptation to the evolution of a capacity for complex traditions. The evolution of a costly capacity to acquire complex traditions is inhibited because, initially, complex traditions will be rare. Having the capacity to learn things that are far too complex to invent for oneself is not useful until traditions are common, but traditions cannot become complex before the capacity to acquire them is common. -
Organisational Culture, Organisational Change and Emotions: a Qualitative Study
ANZAM 2008, Auckland Organisational Culture, Organisational Change and Emotions: A Qualitative Study Roy K Smollan Management, Faculty of Business, Auckland University of Technology Auckland, New Zealand Email: [email protected] ANZAM 2008, Auckland Organisational Culture, Organisational Change and Emotions: A Qualitative Study Roy Smollan Management, Faculty of Business Auckland University of Technology Auckland, New Zealand [email protected] ABSTRACT Some organisations have strong cultures of innovation and adaptability that influence individual responses to change. Another dimension is affective culture, which shapes the way emotions are experienced and expressed, and which plays a particularly important part during changes to the culture or to any other aspect of organisational life. Organisational change triggers emotions as people anticipate or encounter gains or losses. This paper illustrates the two and three way relationships between culture, change and emotions and presents the results of a qualitative study. Key words: organisational culture, organisational change, emotions Organisational culture is regarded as a set of assumptions, beliefs, values, customs, structures, norms, rules, traditions and artefacts (Schein 2004), and a system of shared meanings (Pizer & Härtel 2005), although how much is really shared is debatable (Martin 2002). More colloquially culture is “how things are done around here” (Martin 2002: 3) and it moulds the behaviour of its members in overt and covert ways. The term organisational climate, which is often used instead of culture, or in addition to it, is the employee perception of the culture and a manifestation of it (Allen 2003). The debate as to the similarities and differences between them, and discussion of the multiple theoretical perspectives on each (Allen 2003; Denison 1996), lie outside the scope of this paper, and to simplify matters the term organisational culture will be used, even though it is employee perceptions that will be engaged. -
Understanding Patterns of Emotion Perception and Expression Across Cultures
Understanding Patterns of Emotion Perception and Expression Across Cultures by Yay-hyung Cho A dissertation submitted in partial fulfillment of the requirements for the degree of Doctor of Philosophy (Psychology) in The University of Michigan 2018 Doctoral committee: Professor Phoebe Ellsworth, Chair Professor Richard Gonzalez Professor Shirli Kopelman Professor Ethan Kross Yay-hyung Cho [email protected] ORCID iD: 0000-0001-9705-3923 © Yay-hyung Cho 2018 ACKNOWLEDGEMENTS I dedicate this dissertation to a group of people who supported me to get through this journey. I would like to first thank Phoebe Ellsworth for her endless support. I will be forever indebted for your mentorship. Thank you so much for not giving up on me even when I gave up on myself. It has been and always will be my honor to be your student. I am also thankful for my committee members (Richard Gonzalez, Ethan Kross, Shirli Kopelman) and Ramaswami Mahalingam for their time advising my work and for their encouragement. I would like to thank Elizabeth Axelson for her teaching me how to write and for being a tireless cheerleader. I also thank Jiyoung Park, Stephanie Chen, Ziyong Lin, Jackie Kim, Erin Bogan, Adrienne Doherty, David Lee, Patricia Chen, Katie Foster, Jeong Eun Kim, Juhyun Julie Song, Yujeong Yang, Bomi Lee, Ruby Kim, Kamin Kim, Holly Shablack, Soomin Bang, Jihyun Sung, Daun Lee, Yuri Lee for their friendship and support. My deep appreciation and affection go to my patient and loving partner, BC, for always being there for me. Finally, I would like to thank my family (Byungkoo Cho, Younglan Chung, Deukhyung Cho) for their unending love and encouragement. -
Breaking Down Silos Or Stovepipes in Organizations Understanding Organizational Barriers
Breaking Down Silos or Stovepipes in Organizations Understanding Organizational Barriers Restructuring initiatives have become common rather than exceptional occurrences. Some are successful, others not. Once new organizational structures are in place, they typically have their limitations. Virtually every organizational chart or model, in medium to large sized companies, divides employees into business units and/or departments. This is necessary to focus skills and pool common interests and resources to achieve specific company objectives. There is however, a downside that is often not catered for – a silo effect. In this paper, the silo effect will be defined, the dangers presented by silos will be briefly outlined, and an approach to eliminating silos will be presented with further suggestions on silo elimination. The Silo Effect Defined Silos may be defined as groups of employees that tend to work as autonomous units within an organization. They show a reluctance to integrate their efforts with employees in other functions of the organization. The effect has the propensity to exist throughout a Company, or between subsidiaries within a wider corporation, resulting in division and fragmentation of work responsibilities within the organization. Departments and business units can fragment into even smaller silos based on strong personal bonds, and areas of commonality that differentiate groups of employees from the rest of their department. Silos are a common occurrence, as they exist to a greater or lesser extent in most companies. The area of an organization in which silos exist will be termed “the division” or “area’ for the purposes of this paper irrespective of whether it takes the form of a department, business unit or any other structure, purely for reading comfort. -
Vodacom and GSN Digital: Two Companies, Two Continents, and Two Managers in the Technology Industry
MGMT-E-4100 Team 5 Vodacom and GSN Digital Vodacom and GSN Digital: Two Companies, Two Continents, and Two Managers in the Technology Industry By: Thembani C. Nkomo Harvard University This paper will compare and contrast Vodacom and GSN Digital through the eyes of their middle management. It will examine the company structures, values, and cultures and analyze each manager’s values and management approach. Focusing on the individual managerial styles, this paper will look at the effect on their teams and working environment, and how their styles support the company’s business needs. [Type text] [Type text] [Type text] `Vodacom and GSN Digital: Two Companies, Two Continents, and Two Managers in the Technology Industry by Thembani Nkomo VODACOM AND GSN DIGITAL: TWO COMPANIES, TWO CONTINENTS, AND TWO MANAGERS IN THE TECHNOLOGY INDUSTRY TABLE OF CONTENTS 1 INTRODUCTION ................................................................................................... 1 2 COMPANIES AND INDUSTRY ............................................................................ 1 2.1 VODACOM ........................................................................................................... 1 2.1.1 Telecom Industry Overview .......................................................................... 1 2.1.2 Vodacom as a Company ............................................................................... 2 2.1.3 Vodacom Organizational Structure .............................................................. 2 2.1.4 Company Values ......................................................................................... -
Culture Shift: Changing Beliefs, Behaviors, and Outcomes
CFO Insights November 2016 Culture shift: Changing beliefs, behaviors, and outcomes Culture is like an iceberg. The part that precisely articulate and deal with culture. leadership success and corporate can be seen above the water reflects the Indeed, Deloitte’s Global Human Capital performance. In this issue of CFO Insights, isolated behaviors and outcomes that Trends 2016 report,1 based on a survey we outline some straightforward ways in can surprise and sometimes frustrate of more than 7,000 business and human which executives in general—and incoming incoming executives. The bulk of it, though, resources leaders, found that 82% of executives in particular—can diagnose the the submerged part, comprises the respondents view “culture as a potential prevailing culture and, when needed, ways “shared beliefs and assumptions” that are competitive advantage,” while only 28% in which they can work across the C-suite to often shaped over generations and can believe they “understand their culture well,” drive cultural change. sometimes punch a hole through titanic and 19% believe their organization has the corporate initiatives. “right culture.” That is why changing organizational culture Little wonder that not systematically is often both a priority and a challenge. It is understanding culture and addressing also why many executives find it difficult to change when needed can undermine CFO Insights Culture shift: Changing beliefs, behaviors, and outcomes Deconstructing culture Diagnose, name, and validate the fully share opinions, and chose to delegate culture. The first step is to diagnose and up critical choices to minimize personal Going back to the iceberg metaphor, what articulate the beliefs that comprise the risk. -
Effect of Organizational Structure, Leadership and Communication on Efficiency and Productivity
Effect of organizational structure, leadership and communication on efficiency and productivity - A qualitative study of a public health-care organization Authors: Johanna Andersson Alena Zbirenko Supervisor: Alicia Medina Student Umeå School of Business and Economics Spring semester2014 Bachelor thesis, 15 hp Acknowledgements We would like to express our gratitude to those people who helped us during our work on this thesis. We want to thank Jens Boman for inviting us to work on this project. We also want to thank personnel of Laboratoriemedicin for their time and effort. Special thanks to Jegor Zavarin, for his help and support. We also want to thank our supervisor, Alicia Medina, for her help, guidance, and advice in times when we needed it most. Johanna Andersson&AlenaZbirenko Abstract This thesis has been written on commission by Laboratoriemedicin VLL, which is a part of region‟s hospital. The organization did not work as efficiently as it could, and senior managers have encountered various problems. We have been asked to estimate the situation, analyze it, and come up with solutions which could increase efficiency and productivity; in other words, increase organizational performance. After preliminary interview with the senior manager, we have identified our areas of the interest: organizational structure, leadership, and communication. This preliminary interview made us very interested at the situation at Laboratoriemedicin, and helped us to formulate our research question: “How do organizational structure, leadership, and communication affect productivity and efficiency of the public health-care organization?” Moreover, it made our research have two purposes, one of academic character, and one of practical character. -
GENERAL GOVERNMENT ORGANIZATIONAL CHART City Manager
GENERAL GOVERNMENT ORGANIZATIONAL CHART City Manager The above organizational chart depicts full-time and part-time employees, as well as Council appointed and voter elected positons. Full-Time Part-Time Ceremonial Council Department Full-Time Part-Time position funded Position funded Elected Appointed Head Position Position Officer by other funds by other funds Position C-92 GENERAL GOVERNMENT DEPARTMENT: City Manager PROGRAM: Administration DIVISION: Administration, Human Resources, FUND: General Fund Records/City Clerk & Information Technology Year-End Actual Adopted Estimated Proposed Proposed 2014-15 2015-16 2015-16 2016-17 2017-18 PROGRAM EXPENSES/REVENUES Salaries & Benefits $1,468,702 $1,749,010 $1,564,150 $3,058,902 $3,111,374 Services & Supplies 1,055,277 1,196,740 1,096,820 2,351,101 2,359,651 Total Operating Cost 2,523,979 2,945,750 2,660,970 5,410,003 5,471,025 Capital 3,530 Debt Service Transfers Total Cost 2,523,979 2,945,750 2,660,970 5,413,533 5,471,025 Less: Departmental Revenues 5,680 400 830 600 600 Net City Cost $2,518,299 $2,945,350 $2,660,140 $5,412,933 $5,470,425 SUMMARY OF SERVICE PROGRAMS Administration $1,731,950 $1,966,460 $1,760,670 $2,042,280 $2,084,830 Human Resources 465,207 599,530 579,580 671,168 684,671 Records / City Clerk 326,822 349,760 320,720 406,820 390,140 Information Technology 2,087,196 2,103,340 Information Technology – GIS 206,069 208,044 Total Service Programs $2,523,979 $2,945,750 $2,660,970 $5,413,533 $5,471,025 SUMMARY OF POSITIONS FULL-TIME Chief Deputy City Clerk 1 1 1 1 1 City Manager -
Acculturation
CHAPTER 4 ACCULTURATION Vignette: “Call me ‘Jessie,’ not ‘Josefina!’” Generational Differences and Acculturation Defining Acculturation Acculturative Stress Early Definitions Acculturative Stress and Reason for Acculturation, Assimilation, and Segmented Migration Assimilation Measuring Acculturation Models of Acculturation Levels of Acculturation Ethnogenesis Chapter Summary Emphasis on the Individual Key Terms The Role of Social Context Learning by Doing Biculturalism Enculturation Suggested Further Readings V I G N E T T E “C all me ‘Jessie,’ not ‘Josefina!’” Josefina was born in Chicago’s heavily Latino Little Pilsen neighborhood. Carlos and Maria, her parents, left Puerto Rico in their early 20s and met in Chicago while working at a factory. Carlos and Maria miss the island and their relatives and Puerto Rican food. Fortunately, Little Pilsen had a good number of markets that sold all the food staples that Carlos and Maria missed including plantains (Continued) 99 100 –G–THE PSYCHOLOGY OF ETHNIC GROUPS IN THE UNITED STATES (Continued) and gandules. Carlos often expresses concern for how his kids are not as respectful and courteous as he had been as a teen and blames the American culture for having spoiled his children. He always speaks in Spanish to them and he is often accused by the children of being old-fashioned. Maria speaks English more fluently than her husband and feels perfectly comfortable among her White friends as well as among her Latino neighbors. Josefina is fully bilingual, having learned Spanish at home and English while attending school. She is as comfortable eating rice with gandules as a hamburger at the fast food outlet.