WELCOME Organizational Culture

1
WELCOMEOrganizational Culture
2
SESSION OVERVIEW

• Get Set! (Penn State)
• Overview of cultural intelligence
• Explore the many dimensions of culture
• Why culture matters
• Organizational culture
• Identify your culture
• Moving culture forward achieving cultural
  alignment
• Case study
• Summary and reflection

3
GET SET!

• What Happened at Penn State?
• Founded in 1855
• 24 campuses
• 17,000 staff and faculty
• 100,000 students
• World campus 10,000 online
• 2011 rocked by scandal
• 2015 Best College designation

http//www.nbcnews.com/video/nightly-news/45175925
45175925 http//abcnews.go.com/GMA/video/penn-sta
te-scandal-joe-paterno-speaks-15370022
4
cultural Intelligence Components
The Differences Difference Makes
Cultural Intelligence makes it possible to see
and honor difference. Moreover, it understands
the details of differences and then seeks to
build bridges of understanding to connect and
communicate.
5
WHAT IS CULTURE?

• Culture refers to the cumulative deposit of
  knowledge, experience, beliefs, values,
  attitudes, meanings, hierarchies, religion,
  notions of time, roles, spatial relations,
  concepts of the universe, and material objects
  and possessions acquired by a group of people in
  the course of generations through individual and
  group striving.
• A culture is a way of life of a group of people -
  the behaviors, beliefs, values, and symbols that
  they accept, generally without thinking about
  them, and that are passed along by communication
  and imitation from one generation to the next.

6
EVIDENCE OF CULTURE
Community Culture
Organizational Culture
7
WHY CULTURE MATTERS
8
ORGANIZATIONAL CULTURE
Kim Cameron and Robert Quinn
9
WHERE YOU STAND . . .
. . . DEPENDS ON WHERE YOU SIT!
10
CULTURE IS VARIED AND PERVASIVE

• Macro cultures are large cultures that span
  beyond organizations.
• Organizational culture is shared, basic
  assumptions that make two organizations in the
  same industry different from one another.
• Subcultures are defined by the basic assumptions
  within different departments.
• Micro cultures represent what is true for small
  groups within departments.
• Edgar Schein
• Organizational Culture and Leadership

11
THE SIX CULTURES OF THE ACADEMY
Culture Key Attributes - Finds meaning primarily
Collegial In the academic disciplines represented by faculty in the institution.
Managerial In the organizations, implementation and evaluation of work that is directed towards specific goals/purposes.
Developmental In the creation of programs and activities that further personal and professional growth of all members of the community.
Advocacy By establishing equitable and egalitarian policies and procedures for the distribution of resources and benefits.
Virtual By responding to the knowledge generation and dissemination capacity in a post-modern world.
Tangible In its roots, its community, and its spiritual grounding.
12
Survey Your Culture
Questions Most people. . . Your Answer
1-12 Think that this institution exists to/as . . .
13-18 Most people in this institution believe that . . .
19-24 Most people in this institution believe that . . .
25-30 Most people in this institution believe that . . .
31-36 Most people in this institution value . . .
37-42 Most people in this institution tend to trust in . . .
43-48 Most people in this institution value . . .
49-54 Most people in this institution find meaning in . . .
55-60 Most people in this institution are particularly interested in . . .
61-66 Most people in this institution do not want . . .
67-72 People in this institution most fear . . .
13
claim your cultural Identity

• Take 15 and Review
• Your Cultural Identity
• Impact on Your Organization

14
Bridging the gap
15
ALIGNMENT
16
BACK TO PENN STATE

Cultural Identity
Colonial Heritage
Academic Excellence
Storied Football Past
Managerial Culture

• Colonial Heritage (Macro)
• Founded to serve the needs of science and
  agriculture
• Expands to fulfill its charter as a more
  comprehensive, research-oriented university
• Storied Football Past
• Hero worship
• Jack Paterno
• Blinded by success
• Ownership Issues
• What is the true identity?
• What happens when the hero is gone?
• Redefining Penn State
• Remember roots
• Connect to central purpose
• Align macro and micro cultures

17
Building alignment
18
I dont want to be one thing . .
Hunger Games - Work Cultures
Divergent - Behavioral Cultures
19
influencing alignment
Influence is effective when it is
collaboratively achieved and without recourse to
direct manipulation or authority."
Sometimes, if you want to change a man's mind,
you have to change the mind of the man next to
him first. ? Megan Whalen Turner, The King of
Attolia
20
RICHARDSON COLLEGE CULTURE
Cultural Identity
Foundation Control Managerial - Hierarchical
Growing Competence Advocacy - Virtual
Desired Collaboration Developmental - Market Collegial
21
ASSIGNMENT

• Take 75 Minutes
• Form into teams
• Review materials
• Designate roles
• Facilitator
• Time Keeper
• Reporter/Recorder
• Outline review process
• Record key observations
• Prepare summary report
• Report recommendation

22
REPORT ON RESULTS

• What are the important issues at stake?
• How would you influence the micro culture of the
  culinary program in a positive way?
• What do you need to support your efforts and
  facilitate your success?

23
SUMMARY

• Culture is varied and pervasive.
• Culture matters.
• Culture is observable.
• Culture is assessable.
• Culture is adaptable.
• Culture evolves.
• Culture may be found at all levels.
• Subordinate levels may influence the surrounding
  environment.
• YOU can make a difference by aligning cultural
  values, attitudes, and behaviors.
• Be attentive, be persistent, be persuasive!

24
QUESTIONS OR COMMENTS
Questions
Comments
25
REFLECTION