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Assessing Organizational Culture

Moving Towards Organizational Change and Renewal Carol Shepstone
Head, Access Services Education Library

Lyn Currie

Presentation Outline
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Why assess organizational culture The U of S Library case study
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Our methodology Our results

Conclusions from case study Moving from assessment to change management

provides collective commitment.Why assess organizational culture?  Defining organizational culture …a collective understanding. builds social system stability and allows people to make sense of the organization (Sannwald. 2000)  Understanding culture for organizational change .  Impact of culture Culture gives identity. a shared and integrated set or perceptions. 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. memories.

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 Framework  Provides:    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 .

Diagnosing and Changing Organizational Culture: Based on the Competing Values Framework. and Robert Quinn. Kim S. Jossey-Bass .Cameron. Ed. Rev.

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 .

B. ____________Library A is a very personal place._____________Library D is very competitive in orientation.1 Dominant Characteristics (Divide 100 points) A. A major concern is with getting the .Organizational Culture Assessment Instrument (OCAI) 2. ____________Library B is a very dynamic and entrepreneurial place. Policies and procedures generally govern what people do. People are willing to stick their necks out and take risks. D. It is like an extended family. C. ____________Library C is a very formalized and structured place. People seem to share a lot of themselves.

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 .

The Existence of Subcultures current preferred .

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 management  Value of assessing organizational culture  Systematically managing culture change  6 step process (Cameron & Quinn)  Implementing change at the U of S . .Questions ? lyn.shepstone@usask.


Mapping leadership change at the U of S Clan Value human resources More guidance and direction Feedback and support Recognition Skilled management/supervision Orientation and mentorship Respect and trust Leaders: facilitators / mentors Adhocracy Value autonomy Leadership by example Clear research expectations Transparency in decisions and roles Innovation and creativity expectations Professional discourse Leaders: innovators / visionaries Hierarchy Clear decision making Leaders: organizers / coordinators Market Leaders: hard drivers / .

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