Organization Culture

Supervised byDr. Rana Sobh

Prepared by:Abeer Ali Mossa Nuha Mohamed Al - Dasouqi Rehab Mohd. Abu-Jalala Shua’a Masoud Al-Khater

Table of contents1- The monkey’s story 2- What do we mean by culture?3- Culture is dynamic4- What is organization culture?5- Dr. Schein’s definition about organizational culture6- How an employee learns culture7- Three main culture levels8- The usefulness of understanding organizational culture9- When strategic & culture change are required ?10- Culture as a tool of the general manager11- Sub-Cultures12- Evaluating culture in Mergers & Acquisitions13-Conclusion14 Q- Chem Company (Video)

The Monkey’s Story

What do we mean by "culture"?Culture refers to the shared beliefs, values and

norms of a group. It includes• Cognitive schemas (Scripts and frames that mold

our expectations and help us assign meaning and order to the stream of experience)

• Shared meanings (Perceptions (How the world is, how things work. Implicit theories of the market, of management, of politics, of human nature)

• Prescriptions and Preferences (What the best way to do things is; What they want to happen

• Behavioral codes (How to dress, how to act, what kinds of things you can joke about, is it cool to be late?)

• Basic values (What is really important; what is evil)

• Myths and legends (Stories about the past: knowledge of the stories identifies you as belonging, and often the stories have hidden points like this is what happens to people who...)

• Heroes and heroines.

BELIEFS VALUES

BEHAVIORSGOALS

Characteristics of Culture

1. Culture is dynamic so that it can evolve with new experiences by two ways :

a. As a result of a clear present crisis. b. Through a managed developing under a

skilled manager.2. Culture is powerful tool for pursuing a particular

set of goals .3. Culture can constitute a disability at times when

change is critical to addressing new competitive or technological challenges from unexpected directions .

• Observed behavioral regularities that occur when people interact.

• The norms that evolve in close working groups.

• The dominate values espoused by an organization.

• The philosophy that guides an organization policy toward employees & customers.

• The rules for getting along with other people in the organization, and the feeling or climate of a particular organization.

What is Organizational Culture?

A pattern of basic assumptions (Invented, discovered, developed)by a given group as it learns to cope with its problems of externaladaptation & internal integration. That has worked well enoughto be considered valid and therefore, to be taught to newmembers as the correct way to perceive, think and feel in relationto those problems. A learned result of a group experience and it is only found where

there is a definable group with a significant history of togetherness.

Who is Edgar Schein ?Foremost scholars of organization culture.• Edgar H. Schein was educated at the University

of Chicago , at Stanford University, where he received a master's degree in psychology; and at Harvard University, where he received his Ph.D. in social psychology.

• Dr. Schein has received many honors recently the Lifetime Achievement Award in Workplace Learning and Performance

• Schein has been a prolific researcher, writer, teacher, and consultant.

Schein’s Organizational Culture’s definition

Dr. Edgar H. Schein

These basic assumptions & beliefs are learned responses to the problems to survive in the face of challenges from external & internal environment.

How to form organizational CultureMembers share their experiences in solving problems successfully.

Members form a shared view “ how the world works “.

They have methods for solving problems effectively.

This will lead to form basic assumptions & beliefs to be taken for granted because they have worked repeatedly & reliably.

Stories Rituals

Customs

Technology

Language

Material Symbols

The most common methods of organization

culture learning

How an employee learn culture?

main culture levels

BEHAVIOR AND ARTIFACTSThe most visible level is behavior and artifacts. consists of behavior patterns perquisites provided to executives, dress codes, level of technology utilized and the physical layout of work spaces.

Three main culture levels

VALUESValues underlie and to a large extent determine behavior, but they are not directly observable, as behaviors are. People will attribute their behavior to stated values.

ASSUMPTIONS AND BELIEFSAssumptions grow out of values, until they become taken for granted and drop out of awareness.

The understanding of organizational culture is useful in :

• Helping a manager to predict how his organization is likely to respond to different situations.

• Assessing the difficulties that organization might experience as it confront a changing future.

• Identify the priority issues for the leadership to address as they prepare the organization to compete for future.

• Affects and regulates the way members of the organization think, feel and act within the framework of that organization.

When strategic & culture change are required ?

• When the future they foresee finally arrive in the present.

• This done by creating a separate team of people & confronting them with a new task, which represents as closely as possible the sort of problems the organization will confront in the future.

• Strong culture is one of the most powerful tools a skilled manager can wield.

• It is essential to consistent decision-making as the organization’s size & scope expand.

• It becomes impossible for the general manager to participate in or oversee every process that solve problems.

Culture as a tool of the general manager :

Sub-Cultures :

• Often there are several cultures operating within the larger organization. There can be managerial culture , nationality or geography - based culture , occupationally – based culture, Functional unit culture and business culture. As a group acquires history, It acquires culture

• Groups often maintain their identity by comparing & constructing themselves with surrounding groups.

• The most effective group are those that form a culture of their own with their own language, assumptions for operations, and sets of attitudes.

• When a sub-group develop their own strong “independent culture” they experience problems communication with other groups & become more inflexible in their own operation.

Evaluating culture in Mergers & Acquisitions When a company decides to acquire another, It pays over the book

value for three classes of factors :• Resources : People, Technology, Products, facilities, equipments,

information, relationships with customers, distributors & suppliers.

• Processes : Capabilities & disabilities historically has resulted from its

processes & decisions making criteria.• Business model : Ways of working together & making decisions (organization

culture).

Conclusion

1. The view of culture is most relevant to the analysis and evaluation of organizational culture and to

culture change strategies that leaders can employ to improve organizational performance.

2. One of the most important functions of leaders is the creation and management of it’s culture.

3. One of the important objective of any manager is “Building maintaining and creating a feeling of togetherness among group members so that they become capable of accomplishing things that individuals can not accomplish a lone”

49%51%Produce:

1- Ethylene2- Poly-Ethylene3- Hexane

4- Sulphur

• It established at Qatar in 2003.

• It’s One of the best safety companies in the world.

• Their priorities are :1- Safety.2- Environment.3- Production.

Q-CHEM CULTURE :1- Training & Learning System :( Experiences –Methods for solving problems – View of how the world works

- beliefs – Priorities – Procedures ).

2- Observing : ( Check safety during the work , Manufacturing Operations , follow up the

procedures , Quality , Team Work , …)

3- Reward and Punishment system.