Assessing Organizational Culture: Moving Towards Organizational Change and Renewal Carol ShepstoneLyn Currie Head, Access ServicesHead, Education Library.

Assessing Organizational Culture: Moving Towards Organizational Change and Renewal

Carol Shepstone Lyn Currie

Head, Access Services Head, Education Library

Presentation Outline Why assess organizational

culture The U of S Library case study

Our methodology Our results

Conclusions from case study Moving from assessment to

change management

Why assess organizational culture?Defining organizational culture

…a collective understanding, a shared and integrated set or perceptions, memories, 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.

Impact of culture Culture gives identity, provides collective commitment,

builds social system stability and allows people to make sense of the organization (Sannwald, 2000)

Understanding culture for organizational change

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 FrameworkProvides:

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

Cameron, Kim S. and Robert Quinn. Diagnosing and Changing Organizational Culture: Based on the Competing Values Framework.  Rev. Ed. Jossey-Bass Business & Management Series. Jossey-Bass: San Francisco, 2006.

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

Organizational Culture Assessment Instrument (OCAI)

2.1 Dominant Characteristics (Divide 100 points)A. ____________Library A is a very personal place. It is

like an extended family. People seem to share a lot of themselves.

B. ____________Library B is a very dynamic and entrepreneurial place. People are willing to stick their necks out and take risks.

C. ____________Library C is a very formalized and structured place. Policies and procedures generally govern what people do.

D._____________Library D is very competitive in orientation. A major concern is with getting the job done. People are very production oriented.

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

current preferred The Existence of Subcultures

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 managementValue of assessing organizational

cultureSystematically managing culture

change 6 step process (Cameron & Quinn)

Implementing change at the U of S

Questions ?

[email protected]@usask.ca

Mapping leadership change at the U of S

ClanValue human resourcesMore guidance and direction Feedback and supportRecognitionSkilled

management/supervisionOrientation and mentorshipRespect and trustLeaders: facilitators /

mentors

AdhocracyValue autonomy Leadership by exampleClear research expectationsTransparency in decisions and

roles Innovation and creativity

expectations Professional discourse

Leaders: innovators / visionaries

HierarchyClear decision makingLeaders: organizers /

coordinators

Market

Leaders: hard drivers / competitors