Orco 4500paper 6subcultures And Organizational Climateall Institutio ✓ Solved

ORCO 4500 Paper #6 SUBCULTURES AND ORGANIZATIONAL CLIMATE “All institutions of any size have subcultures, pockets in which the organizational culture varies to some degree from the culture in other pockets and from the dominant culture. Subcultures interlock, overlap, partially coincide and sometimes conflict. They may be strong, persuasive and controlling or weak and hardly noticed affecting behavior. Assumptions, beliefs and values in enhancing subcultures are compatible with and often are stronger and help with more fervor than those in the dominant culture. Members of orthogonal subcultures accept basic assumptions of the dominant culture but also hold some that are unique.

Counter cultures have basic assumptions that conflict with the dominant culture. Subcultures may develop based on a project assignment, similar functions in the organization, same ethnic or religious background, car pools, same supervisor, shared lunch hour, etc.†Ott, J. S. (1989) The Organizational Culture Perspective, Brooks/Cole: Pacific Grove, California “Organizational climate is something like an organization’s personality, consisting of hopes, attitudes, and biases (feelings, tone, mood). Organizational climate is NOT the same as culture, but a separate phenomenon.†Ott, J. S. (1989) The Organizational Culture Perspective, Brooks/Cole: Pacific Grove, California List/Describe/Explain/Clarify some subcultures and the organizational climate of the organization of your choice.

3-5 pps - cite at least 2 definitions in your introduction - Good Luck! Written Presentation Guidelines You will be sharing an overview of your consulting proposal with your peers (i.e. the audience is no longer the organization you audited). You are to create a summary that includes the following: Brief background of your consulting company – 5 pts Brief background of the organization you audited – 5 pts Organized presentation of communication variables to be improved – 15 pts Organized presentation of recommendations – 15 pts Clear description of timeframe, costs – 10 pts **Your presentation may be pure text, a word document with graphs/charts, powerpoint, prezi etc.

Paper for above instructions

Subcultures and Organizational Climate: A Case Study of XYZ Corporation

Introduction

Organizations today are intricate systems with an underlying complexity shaped by various elements, one of which is subculture. According to Ott (1989), subcultures within organizations are distinctive pockets where the predominant culture's characteristics slightly differ. These subcultures can influence the overall organizational climate, which is described as the organization’s personality and consists of the collective attitudes, feelings, and values shared among its members (Ott, 1989).
This paper provides an overview of subcultures and the organizational climate of XYZ Corporation, a mid-sized technology firm. It encompasses the definitions of subculture and organizational climate, describing several subcultures prevalent in XYZ Corporation, assessing the existing organizational climate, and providing recommendations for improvement.

Background of Consulting Company

Our consultancy, Insight Solutions, specializes in organizational development and cultural assessments. Founded in 2010, Insight Solutions works to assist organizations navigate their culture by evaluating their existing climates, identifying areas for improvement, and implementing tailored strategies that foster growth and a cohesive work environment. Our team comprises seasoned professionals with backgrounds in psychology, organizational behavior, and human resources, ensuring a comprehensive approach to every challenge we tackle.

Background of XYZ Corporation

XYZ Corporation, established in 2015, is renowned for its innovative software solutions, energy, and tech industries. With an employee strength of 500, the organization prides itself on a culture of innovation, collaboration, and inclusiveness. However, a recent internal survey indicated discrepancies within the organization, specifically related to employee satisfaction and communication, prompting the need for a thorough cultural assessment.

Subcultures within XYZ Corporation

XYZ Corporation hosts several subcultures that impact the organizational climate. These subcultures can be classified based on various categories including team functions, project affiliations, and social interactions. Here are three prominent subcultures at XYZ Corporation:
1. Project-Based Subculture: Employees form strong bonds within teams working on specific projects. These project groups often develop their own norms and practices, which differ from the overall organizational culture. For example, the software development team may adopt an agile methodology focused on flexibility and rapid iteration, promoting a fast-paced work environment. This contrasts with more traditional approaches seen in the finance department that prioritize thoroughness and precision.
2. Functional Subculture: Different departments within XYZ Corporation foster unique subcultures based on their functions. The marketing department, typically characterized by creativity and openness to risk, fosters an environment where employees feel free to experiment with new ideas. In contrast, the HR department may emphasize systematic processes and adherence to policies. These differences can lead to conflicts over workload expectations, leading to potential communication breakdowns between departments.
3. Social Subculture: Employees who share common interests, such as sports or community service, create informal subcultures that significantly impact workplace interactions. For instance, organizing sports teams or social initiatives may enhance camaraderie among members, leading to stronger interpersonal relationships. However, the existence of these cliques could inadvertently alienate other employees who do not share the same interests, causing sentiments of exclusion.

Organizational Climate at XYZ Corporation

The organizational climate at XYZ Corporation reflects a dynamic and somewhat fragmented environment. The central themes identified through employee surveys highlight:
- Innovation vs. Tradition: Employees feel encouraged to innovate in their respective roles, but there exists a belief that traditional methods are still pervasive, leading to confusion about acceptable practices.
- Communication: Despite ambitious goals for collaboration, employees report communication inefficiencies between teams, implying a disjointed experience where critical information is not always effectively shared.
- Job Satisfaction: Employees express a mixed stance on job satisfaction, particularly when comparing their team experiences and overall organizational support. Some employees view their role positively within their team contexts, while others feel less fulfilled due to broader company-level issues.

Recommendations for Improvement

To enhance the organizational climate at XYZ Corporation and align the various subcultures positively, the following recommendations are proposed:
1. Structured Communication Plan: Develop a comprehensive communication framework that encourages transparency and consistency across all departments. This plan should include regular inter-department meetings and updates, utilizing collaborative platforms for information sharing.
2. Subculture Integration Initiatives: Implement initiatives that promote inter-departmental collaborations, such as cross-functional teams and project groups, emphasizing the diverse strengths of each department while fostering a unified organizational identity.
3. Employee Engagement Programs: Create engagement programs that resonate with the various subcultures present within the organization. These could involve inclusive recreational activities and team-building exercises that encourage all employees to participate and build relationships outside of work roles.
4. Feedback Mechanisms: Establish consistent feedback channels where employees can voice concerns about their cultural experiences within subcultures. Anonymous surveys and focus groups may help identify areas of improvement or conflict before they escalate.
5. Cultural Workshops: Conduct workshops to align the subcultures with the main organizational goals. This training will allow employees to understand and appreciate the diverse values and practices that each subculture brings, thereby contributing to a cohesive organizational climate.

Timeframe and Costs

The proposed recommendations are designed to be implemented over an 18-month period. A phased approach may be adopted, where Phase 1 focuses on establishing communication channels and initial workshops, concluding with Phase 3's evaluation and refinement of the initiatives.
Estimated costs for the entire project are projected at approximately 0,000, covering facilitation fees, workshop materials, platform subscriptions, and logistics for inter-departmental activities.

Conclusion

Subcultures significantly shape the organization’s climate within XYZ Corporation. A strategic approach to facilitating collaboration and communication between these subcultures can lead to enriched organizational culture and improved overall employee satisfaction. The successful implementation of the proposed recommendations could align these diverse functional norms while strengthening the organizational culture that embodies inclusivity and innovation.

References

1. Ott, J. S. (1989). The Organizational Culture Perspective. Brooks/Cole: Pacific Grove, California.
2. Schein, E. H. (1990). Organizational Culture. American Psychological Association.
3. Martin, J. (2002). Organizational Culture: Mapping the Terrain. Sage Publications.
4. Hofstede, G. (2001). Culture's Consequences: Comparing Values, Behaviors, Institutions, and Organizations Across Nations. Sage Publications.
5. Schneider, B., & Barbera, K. (2014). The Oxford Handbook of Organizational Climate and Culture. Oxford University Press.
6. Denison, D. R. (1990). Corporate Culture and Organizational Effectiveness. John Wiley & Sons.
7. Cameron, K. S., & Quinn, R. E. (2011). Diagnosing and Changing Organizational Culture: Based on the Competing Values Framework. John Wiley & Sons.
8. Gibbons, J. (2007). The Integration of Organizational Culture Behaviors with Change and Performance in Work Organizations. Performance Improvement Quarterly.
9. Trice, H. M., & Beyer, J. M. (1993). The Cultures of Work Organizations. Prentice Hall.
10. Edmondson, A. C., & Harvey, J. F. (2018). How Team Learning Behaviors Contribute to Team Success: A Longitudinal Study. Academy of Management Journal.