Copyright Allyn & Bacon 2007 1

Chapter 6
Organizational Culture and Organizational
Change
This Multimedia product and its contents are protected under copyright
law. The following are prohibited by law:
Any public performance or display, including transmission of any image
over a network;
Preparation of any derivative work, including the extraction, in whole or
in part, of any images;
Any rental, lease, or lending of the program.

Copyright Allyn & Bacon 2007 2
Human Resources Development
One can act through two theoretical
approaches:
Classical Organizational or Traditional
Bureaucratic
Helps organize and manage the organization,
but will not help motivate staff.
Human Resources Development
Taps the higher order motivational needs of the
people in the organization.
Copyright Allyn & Bacon 2007 3
Human Resources Development
HRD is concerned with how leaders structure the
work environment to socialize individuals to the
organization. This affects how individuals develop
perceptions, values, and beliefs concerning the
organization and what influence these inner states
have on behavior.
This is the realm of organizational climate and
organizational culture.
Important individuals in the development of the field:
Kurt Lewin, Philip Selznick, Marshall Meyer,
Andrew Haplin, Don Croft, and Michael Rutter.
Copyright Allyn & Bacon 2007 4
Defining and Describing Organizational
Culture and Climate
Different schools have distinct personalities
due to the particular social system of each
school.
This social system has a CLIMATE that is
defined as the characteristics of the total
environments in a school building.
Renato Tagiuris model identifies four
elements that comprise climate.
Copyright Allyn & Bacon 2007 5
Defining and Describing Organizational
Culture and Climate (continued)

Tagiuiris Model is composed of four dimensions:
Ecology.
Milieu.
Social System (Organization).
Culture.
See Figures 6.1 through 6.5
Copyright Allyn & Bacon 2007 6
Research on Organizational Culture
Theory Z : William Ouchi
Ouchi compared Japanese and U.S. management
practices.
He applied Japanese practices in the U.S. and, using
McGregors concept of Theory X and Y, called it
Theory Z.
Theory Z accepts the concepts of human resources
development.
Copyright Allyn & Bacon 2007 7
Research on Organizational Culture
(continued)
In Search of Excellence by Tom Peters
Research showed that successful organizations,
including schools, had a consistent theme: the
power of values and culture in these
corporations rather than procedures and
control systems, provides the glue that holds
them together, stimulates commitment to a
common mission, and galvanizes the
creativity and energy of their participants.
Copyright Allyn & Bacon 2007 8
Organizational Culture and Climate
Compared and Contrasted

Culture refers to the behavioral norms,
assumptions, and beliefs of an organization.
the way things are done around here.
Climate refers to perceptions of persons in
the organization that reflect those norms,
assumptions, and beliefs.
Copyright Allyn & Bacon 2007 9
Organizational Culture and Climate
Compared and Contrasted (continued)
Scheins Model of Levels of Culture describes culture
as:
A body of solutions to problems that is believed to be the
correct method for perceiving & thinking about problems.
These solutions become assumptions about reality, truth,
human relations, etc.
These assumptions become internalized and operate as a set
of unconscious assumptions taken for granted.
These assumptions are manifest by artifacts and
values that can be studied through qualitative
methods.
See Figure 6.6 for a depiction of Scheins model.

Copyright Allyn & Bacon 2007 10
How Organizational Culture is Created
Culture is developed over time from :
An organizations history, composed of traditions
and rituals that are passed to succeeding
generations.
Stories of heroes and heroines are important.
Values and beliefs that are embodied in the
traditions and rituals.
Behavioral norms that result (e.g., bell schedules,
7-period day).


Copyright Allyn & Bacon 2007 11
How Organizational Culture is Created
(continued)

Organizational culture has a powerful
impact on climate:
Rosabeth Moss Kanters study of successful
U.S. corporations.
High performers have a culture of pride.
This is found in organizations that are
integrative.
This culture fosters a climate of success.

Copyright Allyn & Bacon 2007 12
How Organizational Culture is Created
(continued)

Subunits within an organization may have
cultures of their own resulting in multiple
cultures.
Theory X administrators believe this conflicts with
their authority.
Theory Y administrators accept them as natural.
Copyright Allyn & Bacon 2007 13
How Organizational Climate is Created
Organizational climate is created by the dynamic
interaction of:
Ecology
Milieu
Organizational Structure
Culture
With perhaps culture being the most powerful
determinant.
Roots of organizational culture are in Kurt Lewins
work: B= f(p x e).
Example of the Carnegie Unit of Instruction impact on schools.
Copyright Allyn & Bacon 2007 14
How Organizational Climate is Created
(continued)
Behavioral Settings: the complex physical and
psychological environment of the organization in
which individuals interact.
Examples:
Roger Barker and Paul Gump
Leonard Baird
Seymour Sarason
James B. Conant
Seymour Sarason


Copyright Allyn & Bacon 2007 15
How Organizational Climate is Created
(continued)
Interaction-Influence System is the central concept in
Organizational Behavior.
The structure and processes of interactions among
individuals is the interaction-influence system.
Interaction-Influence System includes:
Communication, motivation, leadership goals setting,
decisions making, coordination, control and evaluation.
How these work in a school influence and shape behavior.
Describing organizations, therefore, is describing the
interaction-influence system.
Copyright Allyn & Bacon 2007 16
Relationship Between Organizational Culture
and Organizational Effectiveness
Rensis Likerts analysis led him to conclude that
there are causal variables under a leaders control
that affect climate and organization performance :
Organization structure: bureaucratic or flexible.
Leadership style: authoritative or democratic.
Philosophy of operation: consensus decision making or
not.
The choices leaders makes are critical to
determining the nature of the management system
in the organization. That is, Likerts System 1, 2, 3,
or 4.

Copyright Allyn & Bacon 2007 17
Relationship Between Organizational Culture
and Organizational Effectiveness (continued)
The Problem of Measuring School Effectiveness
Identifying independent and dependent variables.
Studies by
Wilbur Brookover
Christopher Jencks
Joyce Epstein
Rudolf Moos
Findings from these type studies support the notion
that many variables that can positively affect such
outcomes as achievement and motivation of students
are in control of leaders and teachers.

Copyright Allyn & Bacon 2007 18
Describing and Assessing Climate
Many instruments exist to measure school climate:
The OCDQ by Halpin and Croft is used to describe
Open and Closed school climates:
Perceptions of teachers: Intimacy, Disengagement, Espirit,
Hindrance.
Perceptions of the principal: Thrust, Consideration,
Aloofness, Production Emphasis.
The OCI by George Stern and Carl Steinhoff
Six factors: Intellectual Climate, Achievement Standards,
Personal Dignity (Supportiveness), Organizational
Effectiveness, Orderliness, Impulse Control.
Copyright Allyn & Bacon 2007 19
Four Management Systems
Each of Likerts four management systems have
identifiable organizational climates:
System 1: Exploitive-Authoritarian.
System 2: Benevolent Authoritative.
System 3: Consultative.
System 4: Participative Group.
Good communication requires effective use of the
Linking-Pin concept.