organizational culture

What does the D.I.C.S.C. framework explain?

it describes the 5 funcions or organization

• differentiation: apple different from dell

• Identity: employees feel a sense of identity “this is who are”

• Commitment: Inspire people to stay and contribute, not just for paycheck

• Stability: helps things run consistently and smoothly

• control: culture guides behavior, people know what to do without always having to ask

What is Edgar Schein’s Model (1985)?

It’s a model that says that organizational culture has 3 major components:

1. Artifacts: visible elements of the company (office layout, logos, uniforms, colors, etc)

2. Espoused values: stated values, what the company say they value (we believe in inclusion and diversity)

3. Assumptions: deep unconscious beliefs, so ingrained people don’t question them (you are expected to stay late to show commitment)

What is the Denison’s MAIC Model (1990)?

created by daniel denison. It explains that there are 4 elements that help describing organizational culture. each of this 4 dimesions is splited into 3 dimensions

• mission: clear direction and goals (do we know where we are going)

• adaptability: respond well to change (are we listeninig to the market?

• involvement: employees are engaged ( are our people aligned and engaged?)

• Consistency: system supports values and goals(does our system create leverage?)

What is the Competing Values Culture Model (Cameron & Quinn)?

It identifies 4 of values that correspond to 4 types of organizational culture using the same axis as daniel denison for the MAIC model. flexible vs stable and external vs internal

1. Create: Adhocracy culture. values innovation, risk taking (flexible and external)

2. Collaborate: clan culture. teamwork, employee development (internal and flexible)

3. control: Hierarchy culture, values consistency, formality, structure. (internal and focused)

4. compete: market culture. avhievement oriented (external and focused)

What is the organizational culture assesment instrument? (ocai)

Created by Cameron and queen. it’s an instrument/tool to organizational culture based in the competing values culture model. this model identifies 4 types of organizatinal culture based on 4 values

How is organizational culture or corporate learning developed?

thorugh founders influence, following this sequence

1. founders select people who are alike to them

2. top management behavior: influences people and stablish rules and norms of behaving

3. socialization: this helps employees adapt to the culture (prearrival, encounter, metamorphosis)

What are 3 stages of socialization (stage 3 of culture forming process)

1. prearrival: period of learning befor joining organization, set expectations

2. encounter: when the person joins the organization, see how things actullay work, expectations might differ from reality

3. metamorphosis: the person adjust and to the work team, organization, etc

what are the 3 founder’s influence in organizational culture development

1. founders hire people with like minded minds

2. managers socialize and infoctrinate employees to their way of thinking

3. founders act as role model for others

what are the outcomes of socialization

1. commitment: employees stay loyal

2. prductivity: employee work better

3. turnover: fewer people quit

what is the SECI Model?

Created by Nonaka and takeushi, the SECI model explains how organizations create, share and convert knowledge. it identifies twot ypes of knowledge, tacit and explicit and it explains this process as a spiral iwth the following steps

socialization: sharing tacit knowledge (tacit to tacit)

externalization: making tacit knowledge explicit (tacit to explicit)

combination: creation of new explicit knowledge by combining it (explicit to explicit)

internalization: turning explicit knowledge into tacit by abosrving formalized information (explicit to tacit)

Mar Pieltain at Lexus España turned informal Japanese practices into formal systems.

What is the knowledge spiral

it’s when there’s a conitnuous succession of conversion of tacit and explicit knowledge incresing the company intellectual capital. ( from the SECI model by takeushi and nonaka)

What are the 8 principles of successful organizations?

created by robert waterman and tom peters. successful companies follow 8 principles based on decentralization and autonomy.

1. bias for action

2. close to the customer

3. autonomy and entreprenourship (3M, empower stuff to innovate)

4. productibity thorugh people (value employees)

5. value driven, hands on (actions that increase the most value)

6. stick to the kinitting

7. simple structure (lean structure as apposed to matrix)

8. loose tight properties (give people freedom to work as they like, but if they commit to something they gotta make it happen or suffer the consequences

What are the 10 princiles for culture change

1. work with the current culture situation

2. change behavior, mindset will follow

3. focus on a few key bejaviors, not everything at once

4. deploy informal leaders: exemplars: networkers and early adopters

5. pay attention to your formal leaders so they follow corporate culture

6. link behavior to business objectives

7. demonstrate impact quickly of new practises on company results

8. use cross-organizational methods to go viral (make an informal leader post the behavior on social media )

9. allign efforts with behaviors

10. actively manage your culture over time.

find the principal for OC change/mobility: The company wanted to save on maintenance. An employee put price tags on machines so workers would make smarter repair vs. replace decisions. They saved $750,000.

linked behaviors to desired business resu;ts

Company: A refinery (unnamed, Osama story)
A worker named Osama became the go-to person for collaboration. Though he had no formal authority, everyone trusted and followed him.

leverage your informal leaders

Company: Asian banking company
After rapid growth, they focused on just 3 behaviors across all units: delighting customers, valuing performance, and supporting each other.

focus on a small number of behaviors

Company: GE Motors
CEO Jim Rogers noticed his senior team didn’t work well together. He created smaller subteams to build trust and emotional commitment.

Company: European pharmaceutical company
Rather than fight the company’s inward focus, leaders used it to reward employees for helping customers — by tapping internal respect systems.

1. use the culture you already have

Company: A telecom company
Instead of empathy training, they improved internal teamwork. Once teams felt more connected, customer service naturally improved.

change behaviors, mindsets will follow

Company: Bell Canada
People were skeptical about a culture shift. So the CEO ran an 8-month pilot that showed customer satisfaction rose 29% and revenue per call rose 31%

demonstrate impact quicly

Multiple (model tested in various firms)
The company started with small groups of informal leaders in a few departments. They spread new behaviors peer-to-peer, and it grew like a chain reaction.

use cross organizational methods to go viral, use informal leaders

Company: U.S. Marine Corps
They train both formal and informal leaders to understand the same mission two levels up. This way, everyone makes decisions in sync under pressure.

allign efforts with existing behaviors. informal leaders were already acting in a certain way, let’s make effort to alligh everyone given they are already influencing people

Company: Southwest Airlines
The airline keeps updating its culture over time to stay strong — always putting employees first to ensure great service.

10. always keep working on the organization culture over time.

what is the Hofstede model?

Geert hoftede studied how values in the workplace are influenced by culture and he explained that  culture is devided into cultural dimensions

1. avoidance to uncertainty

2. collectivsm vs individualism

3. distance to power

4. motivation towards achievement (msculinity vs femeninity)

5. long-term orientation

6. indulgence

BCG's Jim Hemerling on "Changing Corporate Culture" steps to change it?

1. identify target culture

2. gap to the culture and why (determinants of culture)

3. which context elements you want to change?

4. once identified the elements, how do you make them change?

Head of HR at Dreamworks on Corporate Culture | MeetTheBoss

1. each department has great leadership and inspiration (not necessarily the same person)

2. cultural fit first, introduction to company second