Organizational Culture : The Path to Excellence

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Organizational Culture The Path to Excellence
Quality Study From Iranian Chemical Industry
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• Mehdi Abzari,Ph.D.
• Associate Professor , University of Isfahan ,
  Department of Management

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Definitions of organizational culture
A set of symbols, customs, and stories which
transfer the basic values and beliefs of the
organization to its members.

• Spender ,1975.
• Ouchi,1980.
• Schein,1985.
• Robbins,1991.

A pattern of basic assumption invented,
discovered or developed by a given group as it
learns to cope with its problems of external
adaption and internal integration.
A belief system that is common among the members
of an organization.
A common conceptual system which maintained by
organization from the others.This term represents
common perceptions among organization s members.
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The content of culture

• The effects of general environment as a whole and
  effects of industry environment as specific.
• Founders, leaders , and employees bring patterns
  of assumptions when they join to organization.
  These assumptions, always, depend on their
  experience in relate of national ,regional
  ,ethnical ,and religious culture.
• The solutions of organization basic problems
  which shapes the common assumptions.

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The relationship of culture and strategy

• 1)preparing a list of actions and policies that
  are needed for achieving strategic goals.
• 2)Determining the importance and priorities of
  those policies and actions.
• 3) Determining the extent of coordination between
  daily beliefs and actions and policies.

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Denisons framework of organizational culture

• Dynamic Env. Stable
  Env.
• Internal
• External

Flexible Culture
Mission Culture
Consistency Culture
Involvement Culture
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Organization excellence model and awards

• Malcolm Baldrige National Quality Award
• Canadian Award for Business Excellence(CABE)
• Deming Application Prize
• European Foundation for Quality Management
• EFQM Criteria

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EFQM framework
Results
Enablers
Key Performance results
Leadership
Employees
Processes
Employees results
Policy and Strategy
Customers results
Resources
Society results
Learning and Innovation
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Research steps
key variables of organizational culture determind.

• Step 1
• Step 2
• Step 3
• Step 4
• Step 5

variables which emphasized by EFQM framework
were determined in the base of its basic
criteria, and then their common points with
organizational culture variables were specified.
EFQM specialists determined the variables which
need to improve and introduce them as improvable
areas.
Motivation, decision making style, team working,
stability , communication, innovation and
risk-taking , experience, identity,
action-orientation , result- orientation, common
goals, and integration.
the overall significant variables were determined
after interviewing with companys representatives.
twelve variables were identified as research
variables which include
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sampling

• The sampling method in this research is
  systematic sampling because the statistical
  population is a limit one, and because there is
  sufficient information about population members.
• The size of sample was determined by following
  method at reliability of 95.

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Organizational culture attributes-current
situation
Attributes
t
se
S
-5/05
/059
Risk-taking
/611
2/69
/079
Motivation
/819
2/88
-1/38
Identity
-7/94
/052
/537
2/58
Group integration
-5/72
/056
/579
2/67
Common goals
-5/62
/051
/541
2/70
-5/04
Stability
/438
2/78
/042
/618
2/76
Decision making style
-3/92
/060
/064
Experience
/664
2/53
-7/20
/052
2/67
/549
-6/28
Result-orientation
/062
-2/45
2/84
/645
Communication
2/85
/687
Team working
/066
-2/17
2/80
/592
/057
-3/41
Action-orientation
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Organizational culture attributes-desired
situation
Attributes
t
se
S
Risk-taking
/068
/709
3/55
8/05
Motivation
/094
/977
3/96
10/17
Identity
9/74
/810
/834
3/79
Group integration
8/81
/087
/896
3/76
Common goals
8/59
/082
/852
3/71
8/08
Stability
/078
/810
3/64
Decision making style
/086
/885
3/74
8/70
10/48
Experience
/094
/964
3/98
Result-orientation
3/81
/884
/085
9/49
8/36
3/69
/855
/084
Communication
9/84
3/91
/959
/094
Team working
3/61
/885
/085
7/20
Action-orientation
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risk-taking

• -Providing proper financial and research
  possibilities for innovative effort.
• Increasing delegation to different organization
  level.
• Revising reward system for encouraging
  innovation.
• Distributing new and relevant information.
• In sum, supporting new ideas, encouraging
  risk-taking, and paying attention to innovative
  and entrepreneurial activities within the
  organization.

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Motivation

• Considering fitness of employees interests and
  their job requirements.
• Rewards must be in base of employee performance.
• Paying extrinsic rewards for new ideas.
• - Enriching and making variation in jobs in order
  to increasing employees job satisfaction.

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Identity

• - Emphasizing on professional and specialty
  characteristics of employees.
• Developing criticism capacity, especially in
  higher levels.
• - Giving challenging works to employees so that
  they can feel achievement.

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Integration

• - Management should pay attention to coordination
  among different department.
• Providing necessary information for developing
  coordination.
• - Prevailing system thinking throughout the
  organization.

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Stability

• - Creating close relationship between employees
  and manager.
• Clarifying employees tasks.
• - Providing more pence and tarn quality for
  employees (about their works).
• - Decreasing high sensitivity to newcomers.

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common goals

• Making employees familiar with organizational
  goals in a long term base.
• - Presenting organizational goals and objectives
  to all members.

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Insist on action

• -Trying to emphasize on action in performing
  activities and issues.
• -Avoiding form simple and unimportant time
  consuming activities.

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Decision making

• - Developing participative decision making
  culture and avoiding autocratic styles.
• - Empowering employees in order to developing
  participative decision making climate.
• - Considering organization culture in choosing
  decision making style.

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Experience

• - Paying attention to experienced employees
  specially in decision makings.
• -Using high experienced members in meeting and
  committees.

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Result- orientation

• -Holding organized meetings among all managers
  from different levels for reviewing performance
  and results.
• -Defining and assessing performance results.

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Communication

• - Investigating organization structure in order
  to make it more organic.
• Increasing communication effectiveness with
  considering important issues such as
  time,listening,and clearness.
• Recognizing work ethics and responsibilities in
  communication.

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Team working

• Works must be done by groups with use of right
  methods. It would be possible for members to
  choose their coworkers in group.
• Developing team working mortality through
  emphasizing on team performance than individual
  performance.

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Thank you
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