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Understanding Organizational Culture, Job Satisfaction, and CommitmentDiligent DemonettesSamantha Garon, Kim Kaczmarek, Rita Lachmansingh, Jada Moore, and Oleks BabiyProfessor Yoon - ORGC 316-Winter 2015March 13, 2015

Introduction Research Question:What is the team culture at the Youtech & Associates, and how does the Youtech & Associates culture affect the level of job satisfaction and commitment the employees experience? Importance:

Team culture is a very important aspect of any job. Employees spend much of their lives working for an organization, it is essential that they have a good fit with the organizational culture. This particular research question is significant because it evaluates whether or not the environment and culture of an organization can affect an employees satisfaction and commitment to the organization. Research indicates that improved employee job satisfaction can lead to an increase in productivity, cohesion, and commitment to the company. Commitment to the company is essential for decreased job turnover, a willingness to work, and for employees to enjoy what they do.We chose to study Youtech & Associates because of their unique corporate culture. We wanted to study the type of culture they have and also see if their culture can be attributed to their success. If so, their culture could be a great model for others in the marketing/advertising industry. The culture of a company greatly affects group decision making and overall success. Youtech & Associates was ideal because we knew we would be able to survey and observe with ease for Sam is an intern there and the CEO was willing to cooperate.

Literature Review

Our research illustrated that there are various ways to describe the facets of organizational culture. Culture can be defined in many ways that include varying dimensions. One common description of organizational culture is a pattern of shared values and beliefs that help individuals understand organizational functioning and thus provide them norms for behavior in the organization (Deshpande & Webster, 4). While all descriptions differ, there are some key defining factors that help to illustrate and characterize culture such as: values, practices, rituals, stories, and artifacts (Miller, 86-89). It is also important to note that cultures are taught to new members, so that they know the processes and how the group functions together (Schein, 10). There are also different types of cultural dimensions that include structures such as bureaucratic, innovative, and supportive (Randall, Boxx, & Dunn). The bureaucratic dimension indicates a hierarchal structure of the organization, the innovative dimension focuses on the creative, result-oriented, challenging work culture, and the supportive dimension focuses on teamwork, people-orientation, and a trusting work-environment (Randall et al). The factors and dimensions of organizational culture influence the employees and their organization in aspects such as commitment, job satisfaction, production, cohesion, and more. Cultures have greatly changed with the introduction of new technologies and a good organizational culture has become increasingly more important for employees. With so much work to do, there are higher levels of stress and a push towards a flatter culture, which can help employees maintain job satisfaction (Belias & Koustelious, 132).Studies have found a positive relationship between organizational culture and job satisfaction in employees (Sempane). Other studies have found that specific types of cultural dimensions, such as supportive and innovative structures, work to increase commitment, job satisfaction, and work-group cohesion (Azanza, Moriano, Molero, 48). Employee satisfaction is influenced by the culture of the organization as well as the structure of the organization. When predicting satisfaction and performance it is important the organizational culture and employee are a good fit. Employee fit can also influence the length at which one stays at a job, their overall feelings towards the organization, and the rate of turnover that occurs. In order to fully understand the impact of organizational structure and success, specifically in the marketing/advertising industry, one must examine the organizations culture and market performance (Deshpande & Webster, 10). According to Sinha and Singh's findings organizational climate contributes directly to the expectancy of job satisfaction and job commitment (146). A growing body of research on groups and teams in workplace confirms individuals working in groups and teams generate more creative ideas, innovations, and solutions to problems than a person who works in isolation (Paulus, 237). Paulus literature review on group and team creativity offers several guidelines for enhancing creative processes in groups. Some creative processes may include experimenting with various brainstorming techniques, establishing challenging goals, developing appropriate norms, encouraging team members autonomy, incorporating motivational techniques, and having an effective leadership (253). Maznevski observes that an increasing number of teams is highly diverse in the contemporary workforce (531, 548) . Diversity among team members may certainly inhibit group and team performance if there are conflicting views or unresolved disputes over decisions;yet, if diversity is effectively integrated and managed in teams, it will maximize teammates performance. Overall, the literature we have reviewed is consistent with findings that culture is directly related to job satisfaction and commitment, which in turn increases productivity for the organization and individuals within organization, creating organizational excellence.MethodologyDetailed description of method: We chose to conduct surveys as a way of collecting our data for many reasons unique to our company. To begin, it reached the highest amount of people throughout the office. The survey was designed to collect data on individual job satisfaction, commitment, and what manipulates these feelings. We emphasized the confidentiality of the answers to ensure the employees felt confident in expressing their true feelings about the organization. We selected surveys as opposed to interviews because employees will be more willing to actively participate. There was also more time for employees to consider their answers before writing them down. Considering all of these beneficial aspects, we believed conducting surveys was the best option for our organization. We chose observation because our research question focuses on the culture of the organization, which is difficult to comprehend without seeing the group in action. We did not only observe how the group interacts, but the way their office space was set up along with other aspects of their environment (ex. cubicles, pictures of family, etc). Jada and Rita participated in observation and shared their recordings and other research materials with the rest of the group. With Youtech & Associates permission, Jada and Rita attended Monday morning meetings to learn more about their culture and work environment. The observation was video recorded so that the communication could be revisited for any coding discrepancies. It also allowed all of our group members to witness how the Youtech employees interact.During the meetings at Youtech, we intended to study group processes focusing on the group as an entity. We observed patterns of intra-group interaction as members exchanged information or coordinated their physical efforts as they work. We also wanted to observe individual behavior such as: gestures, how much they look at their phone, how often they talk, share ideas and if/when they use the games in the office. We thought it was important to observe individual behavior because one person's behavior can affect the others. This then creates an overall group interaction. We focused on task and emotional/relational elements within the group. With reference to the IPA analysis for group observing, we created a graph for our coding schemes. During the observation, Jada was responsible for recording humor and noting the amount of times people talk through the meeting as tallies. Rita was responsible for noting forms of address, use of technology, and use of arcade games. Use of technology and arcade games was also tallied under individuals names in a chart. Forms of address were noted separately. Rita and Jada noted artifacts and seating arrangement. Collection of Data (who, what, when, where, why):Our team observed Youtech & Associates on Monday, February 16th at the companys headquarters in Naperville. Due to conflicting course and work schedules, Rita and Jada were responsible for observing and collecting data. The two observed four meetings while they were there between 9:00 am and 11:00 am. Both Rita and Jada were able to observe the first meeting together, however, multiple meetings took place at one time so Jada went to one meeting while Rita to another. Jada was responsible for humor and frequency of talking. Rita was responsible for noting forms of address, use of technology, and use of arcade games. When they were in separate meetings, Jada and Rita were responsible for all categories. Prior to the observation, Kim created a table that would allow for collecting data during the observation, which was then modified by Sam based on the participants who would be in the meeting. There was also an observation sheet for Jada and Rita to write on that included: forms of address, seating arrangements, artifacts, and any other observations. Kim assigned specific behaviors for Rita and Jada to observe. When they were observing meetings individually, they were responsible for keeping track of all the behaviors.The second part of our data collection was a survey. Part of the survey was administered online, and the other part was handed out and anonymously collected by Sam. Employees left them in a specified location to ensure the confidentiality of the answers. Youtech & Associates team members were given the survey information on Monday, February 16th and were asked to complete it by the following Friday, February 20th. The survey was administered to the entire company, which amounts to 11 people. There were 8 responses to questions on SurveyMonkey and 9 responses to the survey administered on paper. Oleks wrote most of the initial questions, which were then revised and edited by the entire group. Sam created the Survey Monkey and also formatted, handed out, and collected the open ended questionnaire. The Survey Monkey consisted of questions that were rated on a scale from 1 to 5. The questionnaire which was the second portion of the survey included open ended questions for the employees to respond to on paper.Coding and Analysis: We tallied the observation data in accordance with our categories which included humor, frequency, use of arcade games, and use of technology. By the amount of tallies that were in separate categories, we were able to depict certain cultural themes from the data. Use of technology and arcade games was also tallied under individuals names in a chart. Forms of address were noted separately. Survey Monkey was essential in data analysis because it gave us percentages and quantified the average of responses. Additionally, percentages were crucial in knowing how the majority of the group felt overall towards the organization. In the written survey, we looked for commonalities and frequencies of wording in responses and tallied how often those words were used in certain question responses. We rated respondents answers according to 3 categories: socioemotional, physical environment, and organizational culture. In the socioemotional category, we looked if team members communicated in a friendly, agreeable, supportive, and respectful manner. For the physical environment, we tallied the team members responses which indicated that open work space office facilitates teams interaction and increases team cohesiveness. The organizational culture category comprised participants responses which reveal that teammates share similar values and have common goals with leadership, the rituals and practices that reflect organizational values, and interaction styles that favorably contribute to team members job satisfaction and commitment. ResultsObservationThe observations went well as we learned more about the Youtech culture than we were expecting to. The office was very open there were only four rooms with doors on them. The rest of the employees were located in a bigger room with their desks in close proximity. We only sensed a hierarchy in the seating arrangement during the first meeting when Wilbur sat at the head of the conference table. The other meetings did not seem to have a specific seating pattern. The employees referred to each other on a first name basis and appeared to be very comfortable with one another. Many members used laptops or iPads during the meetings to record notes. It was also acceptable for people to check their phones throughout the last three meetings we observed. Pop culture music was playing throughout our time there and Wilbur informed us that it usually played the entire day. Songs like Im on a boat by The Lonely Island were played which signifies the humor present in their workplace. We observed a lot of humor in and out of meetings, although meetings tended to be more task focuses. Wilbur had the highest tallies for uses of humor and as a leader he sets the tone for what is and is not acceptable. There was no hierarchy present in the number of times employees talked. If clarification was needed members did not hesitate speaking up. As far as the arcade games there was Ping Pong table and a pop-a-shot game. In our duration we saw about seven people shoot hoops, which indicates it is acceptable to take a break from work when needed. After observing the Youtech team we came to the conclusion that they had a laidback informal organizational culture. The open seating arrangement, use of technology, prevalent humor, arcade games, and other artifacts all reinforce our research question that culture is directly related to levels of satisfaction and commitment. Written SurveyNine out of 11 team members returned our open-ended written survey. The survey results revealed that Youtech employees enjoy friendly and supportive communication during decision-making processes and casual conversations. They appreciate being treated with respect and receive recognition for their ideas and achievements. While some employees feel comfortable discussing job challenges and insecurities, most team members avoid gossip because of its deterrent effects on the teams climate and interaction. Overall, respect from teammates and leadership as well as recognition for success appears to reinforce team members satisfaction and dedication to Youtech. The physical environment also confirmed to have a positive effect of teammates communication patterns. One survey respondent noted: Having an open office with multiple people in one space allows us to talk and listen to music. Also, the ping pong table and pop-a-shot let us relax and have fun. Another respondent reported that sitting close to others, having a chance to converse with teammates, asking freely for advice on projects, and simply laughing together makes the job environment and the workday more enjoyable. Without doubt, in an open space office, teammates benefit from having ample opportunities to discuss work-related information, receive immediate feedback, and develop the real camaraderie among the team. The written survey responses clearly indicate that organizational culture has the strongest influence on Youtech employees job satisfaction and commitment. Participants answers consistently illustrated they share core values and have common goals with leadership. They believe hard work pays off and strive for greatness in every aspect of their job. Team members are motivated and determined to take the company to the next level. Additionally, Youtech teammates value diversity and welcome new ideas. They believe diversity improves their deliberation processes and team dynamics. It is important to note that Youtech team members report several unique aspects of their job that make their work day enjoyable and contribute to job satisfaction. All nine respondents reported they appreciate having an opportunity to play ping pong or pop-a-shot occasionally. It is comforting to know there is Red Bull and beer in the fridge in case of the creative emergency. Everyone can find something fun to do during the break whether it means conversing with team members, sharing a funny story or a joke, or listening to favorite music, or write something nice on the post-it note and attach it on the glass wall. Furthermore, Youtech teammates go out together for lunch, dinners, and drinks on a regular basis. During such time, they feel well-connected, attuned, and relaxed. They enjoy to spend time together celebrating successful completion of projects, discussing future goals, and also getting to know each other better. The following quote from one of the Youtech team members perfectly summarizes their organizational and team culture:The work environment increases our creativity and job satisfaction. Having an enjoyable place to work makes people enjoy coming to work which helps a lot in being productive and happy. Importantly, we learned that diverse and fun work environment generates more innovative ideas, enhances team collaboration and productivity, and increases their job satisfaction and commitment.Survey MonkeyThe survey was administered to the entire company, which amounts to 11 people. There were 8 responses to questions on SurveyMonkey and 9 responses to the survey administered on paper. Survey Monkey was essential in data analysis because it gave us percentages and quantified the average of responses. Additionally, percentages were crucial in knowing how the majority of the group felt overall towards the organization. From analyzing the Survey Monkey data, it appeared as though two people had consistently lower scores than the rest of the group. About 75% of respondees consistently answered in the highest category, with one person in the second highest category, and another in the middle category. It seems as if most of the employees are really satisfied and committed to their work, however, there are a few outliers. Overall, there is a high degree of similarity in the responses we received. With that said, it is important to note that not one employee expressed that they disliked working for Youtech. The worst score we received was an average.Quotes from surveys:(Response to question 10)1. Diverse brings more ideas, more different thinking, which leads to teams creativity and productivity. fun work environment brings productivity and job satisfaction.2. The work environment increases our creativity and job satisfaction. Having an enjoyable place to work makes people enjoy coming to work which helps a lot in being productive and happy.DiscussionRandall, Boxx, & Dunns study relates to the data and information that we collected from Youtech & Associates. The study focused on the differing dimensions of culture and how that impacted various factors such as satisfaction, cohesion, commitment, strategy implementation, and organizational performance. In the study regarding Youtech & Associates, we focused specifically on the link between culture and commitment, and culture and job satisfaction, which is described as the extent to which a worker feels positively or negatively about his or her job (158). Randall, Boxx, & Dunns study compared 3 different types of cultural structures, including bureaucratic, innovative, and supportive. Bureaucratic cultures are defined as those that are hierarchal, procedural, and structured. Innovate cultures are defined as those that are creative, results-oriented, and have challenging work environments. Supportive culture is defined as one that is people-oriented, exhibits teamwork, is friendly, encouraging, and trusting (Randall et al, 158). The study identified which to what extent these work environments impacted commitment, satisfaction, and cohesion among employees.The findings of this study revealed that the strict hierarchical structure within bureaucratic cultures causes employees to be less satisfied with their work, experience less cohesion, and less commitment to the company. On the other hand, supportive and innovative cultures were correlated with higher levels of satisfaction, cohesion, and commitment. Increased factors such as these lead to a higher level of organizational performance,increased job satisfaction, cohesion, commitment , and lowered absenteeism, turnover, and higher morale (Randall et al, 166)..We found the results of this study very intriguing. In our own study, we looked at Youtech & Associates type of culture. We learned from our observation that Youtech & Associates has many characteristics associated with a supportive and innovative culture. Based on the way that the group communicated with one another and the physical work environment, it was obvious that the culture was laid back. In particular, by tracking the amount of humor used during meetings, the use of technology, we were able to link certain components of the innovative and supportive structure. The supportive structure was indicated throughout the surveys by responses that identified teamwork, encouragement from other employees, and friendliness. For example, many responded that the people they work with and going out for drinks or out to eat after work impacted their job satisfaction and enhanced their job dedication, or commitment to the company. Other indications of a supportive structure included giving employees high-fives to celebrate completion of projects, that their job satisfaction was influenced by the ability to receive support from their co-workers, and more. Implications of innovative structure included that they were a very creative group in the sense that they modeled their culture after Google and used post-it notes as a way to correspond and communicate. Many respondees indicated that their core values included drive and success, which is essential to an innovative structure.Because the Youtech culture can be described as both innovative and supportive, we turned next to the online employee survey to gage actual commitment and satisfaction. Regarding employee satisfaction, 75% of respondees indicated being completely satisfied with their job. Regarding employee commitment, 75% of respondees indicated being completely committed to Youtech & Associates. From this, we can draw the conclusion that other studies support the findings that we found at Youtech and Associates. Certain types of cultures can increase job satisfaction and commitment in employees, such as innovative and supportive cultures. As mentioned above, there are many positive factors associated with high job satisfaction and high commitment. Hopefully, the employees currently working at Youtech & Associates will be there for an extended amount of time. Additionally, with increased productivity and a love for what they do, the business has an increased chance of growing and surviving even though it has only been in existence for 3 years. Based on the culture and employee survey results and observations, it seems as though Youtech & Associates has a great climate for moving forward in the business world.While completing this project, we were presented with limitations while analyzing data and observing Youtech. As a whole, we had completely different schedules so it was hard to meet most of the time. We quickly turned into a virtual team, completing assignments and presentations using group chats and google docs. Due to the conflict of schedules, Rita and Jada were the only two who were able to go out and physically observe the company. Since there were four different meetings, it was a little difficult to observe everything at once. It would have been very helpful to have all if the team members present to give their perspective and help observe. Although it was a small company with 11 members, the small number was also a limitation. While analyzing Survey Monkey, we noticed that three members did not submit a response which made it a little difficult when trying to provide qualitative results for such a small group.Another limitation was the constant themes/factors the company provided us with in the written survey. While our focus was the culture of the organization and how it affects the job satisfaction, team members from the company expresses socio-emotional and physical environment were also key factors of job satisfaction with YouTech. Some examples were encouraging, bonding, team dinners, the ping pong table and beer in the fridge. While these were constant themes, neither one outnumbered the overall culture of the organization as a key factor to their satisfaction with YouTech.The overarching implication we found from our empirical research study was that the culture at Youtech & Associates did in fact positively affect the level of job satisfaction and commitment the employees experience. As our results illustrate, the organizational culture was more effective than the environmental and socio-emotional aspects of the workplace. Which indicates that organizational culture, in general, is a huge factor in determining the level of employee engagement in other work environments as well. We hope that other businesses in the marketing and advertising industry can use Youtech & Associates culture as a model to help increase fulfillment and commitment.

References and AppendixObservation System

CategoryWilburShawnFrankLaurenJessica NathanAudreyTrentAlanCarrieMichael

Humor

Frequency of talking

Use of arcade games

Use of technology

Survey Questions1. What factors influence your job satisfaction?2. What job aspects influence your loyalty to Youtech & Associates?3. Do any aspects of the job environment make the workday more enjoyable? Please provide examples.4. How do you think leadership affects the culture of the company?5. Which core values do you personally share with the leaders?6. What inconsistencies exist between stated values and actual behaviors of the leadership team? If so, what are they?7. What are the rituals, rites, or ceremonies through which Youtech & Associates use to acknowledge completion of projects and/or employees achievements?8. What types of informal interaction with your colleagues reinforce or deter your job dedication?9. how does diversity among team members contribute to group deliberations?10. How does a diverse and fun work environment affect your teams creativity, productivity, and job satisfaction?

Survey Monkey Questions1. On a scale of 1-5, what degree of job satisfaction do you have?2. On a scale of 1-5, how committed are you to Youtech & Associates?3. On a scale of 1-5, how strongly do you identify with Youtech & Associates mission and goals?4. On a scale of 1-5, how often does the leadership encourage you take risks in the development of innovative and ingenious ideas?5. On a scale of 1-5, how strongly do you feel that your hard work, accomplishments, and dedication are recognized and appreciated?Survey Coding Results

SocioemotionalPhysical environmentOrganizational Culture

II II II II II II II II II II II II II II IIII II II II II II II II III II II II II II II II II II II II II II II II II II II II II II II II II II II II II I

Works Cited

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