assessing organizational culture: moving towards organizational change and renewal carol...
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Assessing Organizational Culture: Moving Towards Organizational Change and Renewal
Carol Shepstone Lyn Currie
Head, Access Services Head, Education Library
Presentation Outline Why assess organizational
culture The U of S Library case study
Our methodology Our results
Conclusions from case study Moving from assessment to
change management
Why assess organizational culture?Defining organizational culture
…a collective understanding, a shared and integrated set or perceptions, memories, values and attitudes that have been learned over time and which determine the expectations of behavior that are taught to new members in their socialization into the organization.
Impact of culture Culture gives identity, provides collective commitment,
builds social system stability and allows people to make sense of the organization (Sannwald, 2000)
Understanding culture for organizational change
Context for our research Search for a Dean of the Library
Leadership needs Current organizational culture of the library
Socialization of new librarians Appointment of 15 “new” librarians Impact of organizational culture on work of librarians Facilitating effective work performance and success
Transformation of the U of S Library Revised standards for tenure and promotion Strategic planning
Applying the Competing Values FrameworkProvides:
Theoretical framework for understanding culture Organizational Culture Assessment Instrument (OCAI)
- a validated instrument for diagnosing culture Systematic strategy for changing culture
Advantages: Easy to apply and easy to understand Graphic representation of dominant cultures Identifies subcultures Provides benchmark – comparable data
Cameron, Kim S. and Robert Quinn. Diagnosing and Changing Organizational Culture: Based on the Competing Values Framework. Rev. Ed. Jossey-Bass Business & Management Series. Jossey-Bass: San Francisco, 2006.
U of S Case Study
1. Questionnaire Demographic data Plotting the current organizational culture
profile Plotting the preferred organizational culture Assessing workplace factors that support or
impede performance
2. Structured interviews with all pretenured librarians
Organizational Culture Assessment Instrument (OCAI)
2.1 Dominant Characteristics (Divide 100 points)A. ____________Library A is a very personal place. It is
like an extended family. People seem to share a lot of themselves.
B. ____________Library B is a very dynamic and entrepreneurial place. People are willing to stick their necks out and take risks.
C. ____________Library C is a very formalized and structured place. Policies and procedures generally govern what people do.
D._____________Library D is very competitive in orientation. A major concern is with getting the job done. People are very production oriented.
Our Results
Our results Challenges in working with a
small population 24 of 36 librarians responded –
67% response rate 12 of 13 pretenured librarians 12 of 23 tenured librarians
8 of 13 pretenured librarians interviewed
Current organizational profile
Preferred organizational culture
current preferred The Existence of Subcultures
Cultural congruence Cultural attributes on the OCAI:
dominant organizational characteristics Library leadership management of employees organizational glue (what holds the library together) strategic emphasis criteria of success
Conclusions from case study
Moving from assessment to change managementValue of assessing organizational
cultureSystematically managing culture
change 6 step process (Cameron & Quinn)
Implementing change at the U of S
Mapping leadership change at the U of S
ClanValue human resourcesMore guidance and direction Feedback and supportRecognitionSkilled
management/supervisionOrientation and mentorshipRespect and trustLeaders: facilitators /
mentors
AdhocracyValue autonomy Leadership by exampleClear research expectationsTransparency in decisions and
roles Innovation and creativity
expectations Professional discourse
Leaders: innovators / visionaries
HierarchyClear decision makingLeaders: organizers /
coordinators
Market
Leaders: hard drivers / competitors