Organisational culture

Organisational culture refers to the shared values, beliefs, norms, behaviors, and assumptions that guide how people act within an organisation. It's often described as "how things are done around here." It influences everything from employee interactions and decision-making to overall performance and external image.

Key elements that shape and reflect an organisation's culture include:

• Values: What the organisation believes in and prioritizes.
• Norms: Unwritten rules and expectations of behavior.
• Rituals & Ceremonies: Regular events that reinforce values (e.g., company meetings, celebrations).
• Stories & Myths: Narratives about the organisation's history, heroes, and challenging times.
• Symbols: Objects, logos, dress codes, and office layout that convey meaning.
• Language: Unique jargon, slogans, or ways of communicating.

Edgar Schein, a prominent figure in organisational culture theory, proposed a model with three levels of depth:

1. Artifacts: These are the visible, tangible aspects of culture (e.g., office design, dress code, communication styles, company website). They are easy to observe but hard to interpret without understanding deeper levels.
2. Espoused Values: These are the organisation's stated values, philosophies, and goals (e.g., mission statements, company values posters). They represent what the culture *says* it is.
3. Basic Underlying Assumptions: These are the unconscious, taken-for-granted beliefs, perceptions, thoughts, and feelings. They are the ultimate source of values and actions and are the hardest to observe and change.

Various models categorize cultures. One common typology is the Competing Values Framework (Cameron & Quinn), which identifies four main types:

• Clan Culture: Collaborative and family-like. Focuses on internal maintenance with flexibility, cohesion, and people development.
• Adhocracy Culture: Dynamic and entrepreneurial. Focuses on external positioning with flexibility, innovation, and risk-taking.
• Market Culture: Competitive and results-oriented. Focuses on external positioning with stability, emphasis on winning, and achievement.
• Hierarchy Culture: Structured and controlled. Focuses on internal maintenance with stability, efficiency, and formal rules/procedures.

Organisations often have a blend of these types.

Organisational culture is crucial because it significantly impacts:

• Employee Performance & Motivation: A positive culture can boost morale, engagement, and productivity.
• Talent Attraction & Retention: People are drawn to and stay with organisations where they fit culturally.
• Decision Making: Culture influences how problems are approached and solved.
• Innovation & Adaptability: Some cultures foster creativity and the ability to respond to change more effectively.
• Overall Success: A strong, aligned culture can be a significant competitive advantage.

Think of culture as the personality of the organisation (deeper, enduring values, assumptions), while climate is the mood or atmosphere (current perceptions, feelings, and attitudes, often more temporary). Climate is a manifestation of the culture and is influenced by factors like leadership, policies, and events. Culture is more stable and harder to change than climate.

Culture is complex and deeply embedded, making it difficult to change quickly, but it can be influenced by:

• Leadership Behavior: Leaders act as role models, demonstrating desired values and norms.
• Communication: Consistently communicating values, mission, and expectations.
• HR Practices: Hiring, onboarding, performance management, and reward systems that align with desired culture.
• Structure & Systems: Designing processes and structures that reinforce cultural norms.
• Symbols & Rituals: Using visible elements to celebrate and reinforce key aspects of the culture.

Culture change is a long-term process requiring commitment from all levels of the organisation.