- Organizational Behavior - Assessing structure, culture, leadership and team dynamics to improve organizational effectiveness
Session 6 - Introducing Organizational Culture
Spring 2021
Version 1
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Session 6 - Introduction Organizational Culture
Objectives:
Review of feedback from presentations
Discuss culture and the link to organizational performance
Discuss the challenges in defining it usefully
Discuss culture and the link to structure, as a way of defining roles, responsibilities, ’ways of being’ and ‘acting’
Reintroduce personality as a way of linking culture to structure to environment and understanding how to differentiate it the different types
Agenda:
Review feedback from last week, discuss quiz
Discuss Culture and Challenges of Definitions
break
Discuss personality and culture
Discuss the core Cultural analytical framework
Discuss HW Assignments
6:00 - 6:15 pm
6:15 - 6:45 pm
6:45 - 7:15 pm
7:15 - 7:30 pm
8:00 - 8:30 pm
Next week:
Quiz opens next week after class
Deeper dive on prep for HW presentations, explore more fully how we apply the methodology to the companies we are studying
Discuss ’team articles’
8:15 - 8:30 pm
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introduction
course calendar
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organizational behavior
structural assessment
symbolic (cultural) assessment
political (leadership) assessment
resource (team) assessment
Copyright © 2021 Thomas Mazzone
Copyright © 2021 Thomas Mazzone
Overview of Sessions and Assignments
This is an organizational assessment ‘consulting methodology’, to help you better ‘see’, design and manage teams and organizations
Each session builds on the other to lead to a comprehensive executive presentation presenting findings, conclusions and recommendations
We are learning a methodology for understanding, defining, improving, innovating and managing teams and organizations
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Copyright © 2021 Thomas Mazzone
Organizational Behavior - Course Structure
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The Advantage; Building a Cohesive Leadership Team
The Advantage;
Over-Communicate Clarity
The Advantage;
Create Clarity
The Advantage; Reinforce Clarity
Stewardship: Choosing Service over Self-Interest
The Icarus Deception
Reframing Organizations: The Structural Frame
Reframing Organizations: The Human Resource (Team) Frame
Reframing Organizations: The Symbolic (Culture) Frame
Reframing Organizations: The Political (Leadership) Frame
The Purpose of Organizations - Service
The Purpose of Organizations - Creativity
Organizational Focus and Purpose
Assess the Purpose
Course Structure - Methodology
Assess the Formal Structure
Assess the Informal structure
Assess the Leadership
Philosophically we approach the discipline like a consultant. How do we describe an organization in a way that we can understand enablers and disablers of performance? How do we develop a point of view on what works and what can be improved?
Philosophically - the HW Assignments assume that you are not necessarily trying to change a large organization but to help the team you are managing to be better performers - better at fulfilling their purpose
HBS on Teams: Building Your Team’s Infrastructure
HBS on Teams: Building Close out Your Team
HBS on Teams: Building Manage Team Process
HBS on Teams: Building Manage Team Conflict
Organizational Assessment and Development
Teamwork Assessment and Development
Philosophically - the discussion forums help us to understand the focus and purpose of organizations
The Knowledge Creating Organization
The Focus of Organizations - Knowledge Creation
The Advantage- Organization Health
The Focus of Organizations - Health and Alignment
Assessing Structure
Assessing Capability
team-based
individual-based
Individual Self-Awareness and Personal Mastery
Please Understand Me II
Foundational Element to Better Understand and Assess Organizational Effectiveness
Philosophically - this book helps us to understand how to develop better self awareness and leverage it for better ‘other awareness’ to develop more proactive strategies for developing leaders and managing teams
Advanced applications to leadership, team development and management
Copyright © 2021 Thomas Mazzone
X
X
X
X
Strategy
Structure Alignment
Structure
Culture Alignment
Culture
Leadership
Alignment
Leadership
Team
Alignment
Organizational
Behavior
Alignment Drives Effectiveness
Re-alignment ensures sustainable success
Structure
Leadership
Team
Culture
Effective Organizations are Aligned with the Needs of their Environment
and create and manage tension
Overview of course
Organizations as interconnected teams which operate most effectively when there is close alignment between strategy, structure, culture, and leadership
Ongoing and evolving External and Internal (P.E.S.T. and S.W.O.T.) changes require continual adjustment and realignment
Organizational Behavior Alignment Model
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How are we designed
How do we act
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Create tension
Manage tension
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Quiz 1
Assessment of Formal Organizational Structures
organizational behavior
structural assessment
symbolic (cultural) assessment
political (leadership) assessment
resource (team) assessment
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Quiz 1 - Assessment of Formal Structures
Open book
Take - home
Timed 1 1/5 hours
Three short answers - 4-5 paragraphs each (1½ pages)
Reflections on lessons learned
Questions:
What are the essential elements of organizational structure and how are they impacted by industry conditions?
30 pts.
What are the essential elements of elements of the integrated Quinn/ Keirsey Culture model? How does it align with industry structure?
30 pts.
What are the key lessons that you learned about the environment/strategy/structure assessment of the organization that you studied?
40 pts.
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Review of presentations
Copyright © 2021 Thomas Mazzone
Process Technology Standards
Administrative Support
Management Control
Leadership
Marketing/ Sales
Product Development
Operations/ Distribution
Customer Support
Organizational Structural Components
Understanding the Journey to evolve alignment with needs (output), work (process), skills (competencies) with the requirements of the environment (industry)
Re-imaging Mintzberg’s Model of Organizational Structure
These components are present in all organizations (including not-for-profits)
We need to work together - to organize to accomplish objectives
We need to figure out the best way to work together
Agree on what to do and how to do it how to coordinate
The key challenge is uncertainty, we don’t know what to do, how to do it, who to work with
Set direction
Define Need
Define Solution
Deliver Solution
Support Deliver
Set work standards
Control Work
Support Work
Ways to deal with uncertainty:
tell me what to do
let me figure out what to do
collaborate me on what to do
Output
Process
Task Skill
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Mintzberg’s Fives
Strategic apex
Middle management
Operating core
Technostructure
Support staff
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Technology-based Structure
(leader-led)
Product-Based Structure
(centralized support for common functions)
Market-based Structure
(divisions - centralized support for specialized functions)
Hierarchy based Structure
(functions - centralized management for all functions)
Function-based Structure
(functions - de-centralized management for all functions)
Product/need Alignment Certainty
Process/solution Alignment Certainty
time
Output-based Uncertainty Reduction
Work-based Uncertainty Reduction
Skills-based Uncertainty Reduction
Competency/skill Alignment Certainty
Leverage existing work/skills to pivot to new markets
Leverage new ideas about work/skills to enter new markets
Organizational Structure Alignment Journey Model©2021
Climbing a mountain not a ladder
Different Parts of the Organization Follow Parallel not Synchronous Paths
Uncertainty Reduction Makes Coordination and Control easier - working together easier
Pivot to Process-based Success
Pivot to Product/Market-based Success
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Reimagining the Mintzberg ‘Fives’
Simple Structure
Machine Bureaucracy
Divisionalized Form
Adhocracy
Professional Bureaucracy
Managing the tension between standardization and specialization
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The Industry Life Cycle and the Value Disciplines Model
Start-up to growth
Growth to shakeout
Shakeout to maturity
Each stage requires a different structure and culture (and leadership style and team development and support structure)
Guardians
(protect)
Artisans
(build)
Increasing
Convergence
Increasing
Convergence
inflection point
inflection point
Creating disharmony and tension (through structure and culture design) can help to create resilience and anti-fragility (which is managed through leadership and team)
Copyright © 2021 Thomas Mazzone
Slide 7
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The Advantage; Building a Cohesive Leadership Team
Reframing Organizations: The Structural Frame
Ch’s 3-5
HBS on Teams: Building Your Team’s Infrastructure
Organizational Assessment and Development
Teamwork Assessment and Development
Slide 5
Slide 6
Organizational Structural Assessment
Team Process Application and Reflection
Reflections on Readings
Complete a team assessment
Slide 8
Reflections on Experience
Slide 1 - Context
Company, industry, age, size
Reason for selection
Industry life cycle position
Current/trending performance
Key successes
Key issues
Slide 2 - Literature review
Why is organizational structure important
What are the core components
What are the factors which help to define a structure that is effective at achieving its goals
Slide 3 - Organizational Assessment
Conduct a PEST and SWOT assessment
What is the current strategy of the organization
What is the current state of the industry and the implications for the organization
Slide 4 - Recommendations for Improvement
Describe the current organizational structure
Assess where there is good/bad alignment between environment/strategy and structure
Make and justify recommendations for improvement using the DICE and SMART approach
Refer next two slides
Develop a team charter
Presentation expectations - everyone presents - approximately 1-2 minutes per slide - 10-15 min/team
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Culture in Action
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Organizational Culture in Action
What makes some groups great?
The Eagle Group’s Sources of Success
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The Eagle Group’s Sources of Success
Why do some groups produce extraordinary results while others produce little or nothing?
Play, spirit, and culture are at the core of peak performance
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Sources of Cultural Success
How someone becomes a group member is important
Diversity provides a team’s competitive advantage
Examples, not command, holds a team together
A specialized language fosters cohesion and commitment
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Sources of Cultural Success (II)
Stories carry history and values and reinforce group identity
Humor and play reduce tension and encourage creativity
Ritual and ceremony lift spirits and reinforce values
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Sources of Cultural Success (III)
Informal cultural players make contributions disproportionate to their formal roles
Soul is the secret of success
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Conclusion
Symbolic perspectives questions traditional views on team building
The right structure and people are important, but not sufficient
The essence of high performance is spirit
Banishing play, ceremony, and myth would destroy teamwork, not create it
Team building at its heart is a spiritual undertaking: Peak performance emerges as a team discovers its soul
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Organization as Theater
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Organization as Theater
Dramaturgical and Institutional Theory
DiMaggio and Powell, “The Iron Cage Revisited . . .”
Organizational Structure as Theater
Organizational Process as Theater
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Organizational Theater
Theater plays to both internal and external audiences
A convincing dramaturgical performance reassures external constituents, builds confidence, keeps critics at bay
Drama may have happy endings (like Polaris case) or tragedy (like Hurricane Katrina)
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Dramaturgical and Institutional Theory
Dramaturgical theory: Internal focus (organizational participants as players in a drama)
Institutional theory: External focus on how organizations project images to external audiences
“Institutionalized organizations” focus more on appearance than performance
When goals are ambiguous and performance hard to measure, organizations maintain stakeholder support by staging play that conforms to audience expectations
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DiMaggio and Powell “The Iron Cage Revisited . . .”
“Isomorphism”—process of becoming similar to other organizations in the same “organizational field”
Coercive isomorphism—organizations become alike because of law, regulation, or stakeholder pressure
Mimetic isomorphism—organizations become more alike by copying one another
Normative isomorphism—organizations employing the same professionals become similar because the professionals have similar values and ideas
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Organizational Structure as Theater
Structure as stage design: Makes drama vivid and credible
Reflects and expresses current values and myths
Public schools reassure stakeholders if . . .
Building and grounds look like a school
Teachers are certified
Curriculum mirrors society’s expectations
Colleges judged by:
Age, endowment, beauty of campus
Faculty student ratio
Faculty with degrees from elite institutions
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Organizational Process as Theater
Activities often fail to produce intended outcomes, yet persist because they help sustain organizational drama:
Scripts and stage markings cue actors what to do and how to behave
Opportunities for self-expression and forums for airing grievances
Reassurance that organization is well-managed and addresses important problems
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Organizational Process as Theater (II)
Meetings as “garbage cans”
Attract unpredictable mix of problems looking for solutions, solutions looking for problems, and people seeking chances for self-expression
Planning as ceremony to maintain legitimacy and reinforce participants’ bonds
Plans are symbols that become games, excuses for interaction, advertisements
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Organizational Process as Theater (III)
Evaluations
Often fail to improve performance and identify strengths and weaknesses
Ceremony to signal organization is well-managed and cares about performance improvement
Collective Bargaining
Public face: intense, dramatic
Private face: backstage negotiation, collusion
Power
Exists in eye of beholder—you are powerful if others think you are
May be attributed based on outcomes
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Conclusion
Organizations judged by appearance
The right drama:
Provides a ceremonial stage
Reassures stakeholders
Maintains confidence and faith
Drama serves powerful symbolic functions
Engages actors in their performances
Builds excitement, hope, sense of momentum
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Organizational Skills and Culture
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Organizational Symbols and Culture
Symbolic Frame Core Assumptions
Organizational Symbols
Geert Hofstede, Culture’s Consequences in Work-Related Values
Organizations as Cultures
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Core Assumptions of Symbolic Frame
Most important—not what happens, but what it means
Activity and meaning are loosely coupled
People create symbols to resolve confusion, find direction, anchor hope and belief
Events and processes more important for what is expressed than what is produced
Culture provides basic organizational glue
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Organizational Symbols
Symbols reveal and communicate culture
Myths: Deeply rooted narratives that explain, express, and build cohesion
Values: What an organization stands for and cares about
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Organizational Symbols (II)
Vision: Image of future rooted in core ideology
Heroes and Heroines: Icons and living logos who embody and model core values
Stories and Fairy Tales: Convey information, morals, values, and myths vividly, memorably, convincingly
Ritual: Repetitive, routinized activities that give structure and meaning to daily life
Ceremony: Grand symbolic occasions
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Organizational Symbols (III)
Metaphor, humor, play: Indirect approach to issues that are too hard to approach head-on
Metaphor: Compress ambiguity and complexity into understandable message
Humor: Illuminate and break frames
Play: Relax rules to explore alternatives, encourage experimentation and flexibility
Copyright © 2021 Thomas Mazzone
Geert Hofstede, Culture’s Consequences in Work-Related Values
Culture: “Collective programming of the mind that distinguishes one human group from another”
Dimensions of national culture:
Power distance: How much inequality between bosses and subordinates?
Uncertainty avoidance: Comfort with ambiguity
Individualism: How much value on individual versus group?
Masculinity-femininity: How much pressure on males for career success and workplace dominance?
Copyright © 2021 Thomas Mazzone
Organizations as Culture
Organizations have cultures or are cultures?
Definitions of culture:
Pattern of shared basic assumptions that group has learned as it solved taught to new members (Schein)
“How we do things around here”
Culture both product and process
Embodies accumulated wisdom
Must be continually renewed and recreated as newcomers learn old ways and become teachers
Managers who understand culture better equipped to understand and influence organizations
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Conclusion
In contrast to traditional views emphasizing rationality and objectivity, the symbolic frame highlights the meta-rational and tribal aspects of contemporary organizations.
Symbols help us make sense of ambiguous and confusing realities
Culture as basic organizational glue, the “way we do things around here”
Symbols embody and express organizational values, ideology
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Team Homework
Assignment 2
Organizational Cultural Assessment and
Reflection on Team Process Managements
organizational behavior
structural assessment
symbolic (cultural) assessment
political (leadership) assessment
resource (team) assessment
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Readings:
Culture defines success
We can formally describe, design and align culture with structure and strategy
Understanding corporate culture is critical to organizational success
Study questions:
What is ‘culture’? How would you specifically define it? Why is it so important?
What is the ‘Competing Values Framework’? How would you describe each culture type? What are their distinguishing characteristics?
How do artifacts and symbols come to recognize and embody culture?
What do they say about expectations and what constitutes good vs. bad behavior?
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Culture is the tacit social order of an organization: It shapes attitudes and behaviors in wide-ranging and durable ways. Cultural norms define what is encouraged, discouraged, accepted, or rejected within a group. When properly aligned with personal values, drives, and needs, culture can unleash tremendous amounts of energy toward a shared purpose and foster an organization’s capacity to thrive.
What is ‘culture’? How would you specifically define it? Why is it so important?
Defining Culture
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If we really want to decipher an organization’s culture, this author claims that we must dig below the organization’s surface — beyond the “visible artifacts” — and uncover the basic underlying assumptions
Organizational culture is the pattern of basic assumptions that a given group has invented, discovered, or developed in learning to cope with its problems of external adaptation and internal integration, and that have worked well enough to be considered valid, and, therefore, to be taught to new members as the correct way to perceive, think, and feel in relation to those problems.
Defining Culture: A Formal Definition
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Culture and Alignment
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Culture facilitates integration
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Personality refers to individual differences in characteristic patterns of thinking, feeling and behaving.
Copyright © 2021 Thomas Mazzone
MBTI and Keirsey
SP’s - Artisans are concrete and adaptable. Seeking stimulation and virtuosity, they are concerned with making an impact. Their greatest strength is tactics. They excel at troubleshooting, agility, and the manipulation of tools, instruments, and equipment. They care about the result more than the process for getting the result. They are the salespeople, entrepreneurs, doctors, artists, solutions architects, product developers
SJ’s - Guardians are concrete and organized (scheduled). Seeking security and belonging, they are concerned with responsibility and duty. Their greatest strength is logistics. They excel at organizing, facilitating, checking, and supporting. They care more about the process than the output of the process. They are the accountants, operations managers, nurses,
NF’s - Idealists are abstract and compassionate. Seeking meaning and significance, they are concerned with personal growth and finding their own unique identity. Their greatest strength is diplomacy. They excel at clarifying, individualizing, unifying, and inspiring. They care more about the people than the output or the process.
NT’s - Rationals are abstract and objective. Seeking mastery and self-control, they are concerned with their own knowledge and competence. Their greatest strength is strategy. They excel in any kind of logical investigation such as engineering, conceptualizing, theorizing, and coordinating. They care more about the system (people, process, outputs), how it is designed, whether it is fulfilling its purpose
get the right results
protect the process
protect the people
challenge the system
Main Focus
(and unintended bias)
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S
D
L
T
Tactics
Logistics
Diplomacy
Strategy
The four core skills
The two interaction tendencies
telling
asking
The two conflict tendencies
fight
flight
The two outlook tendencies
realistic
futuristic
pessimistic
optimistic
The two collaboration tendencies
individual
group
What do I like to do?
Where do I prefer to spend my development time?
What kind of job do I like?
How do I tend to ‘craft’ the jobs I have?
How do I prefer to work with others?
The four relationship tendencies
Foundational elements of personality - what drives what we think is important
Copyright © 2021 Thomas Mazzone
Keirsey – chapter 2
Word Usage – Speaking - Describing
Seeing Temperament through how people interact through the world
They interact in two ways.
They speak and they act
abstract – seeing/describing – theories/possibilities orientation
concrete – seeing/describing – details/practicalities orientation
Tool Usage – Acting – Doing
cooperatives – doing cooperatively - focus on collaboration – process orientation
utilitarians – doing individually - focus on methods – details/practicalities orientation
NF
NT
SJ
SP
Seeing
Doing
Possibilities
Realities
Process
(mutual effort)
Output
(individual effort)
What I observe
What it means
You prefer either seeing realities or possibilities
You prefer process or output
It defines what you see as important (culture)
and
How you choose to develop yourself (capability)
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Copyright © 2021 Thomas Mazzone
Keirsey – chapter 10
NF
NT
SJ
SP
Tactics – focus on achieving specific ends
Logistics – focus on coordinated action
Diplomacy – focus on relationships
Strategy – focus on planning
Different strengths (intelligence)
S
D
L
T
D
S
L
T
T
L
S
D
L
T
D
S
Seeing
Doing
Possibilities
Realities
Process
(mutual effort)
Output
(individual effort)
What do I think is important?
How have I developed myself?
What am I good at?
What have I neglected?
Where do I have a blind spot?
Process is important
Outcomes are important
People are important
Purpose is important
I am a diplomat
I am a strategist
I am a logistician
I am a tactician
Culture (mindset, what I think is important) and
Capability (skills, how I have tried to develop myself) are intimately linked
Strengths – what I have chosen to focus on and develop
Blind spots – what I have (unintentionally) chosen to deprioritize and ignore
P’s – take your time get it right
J’s – be quick and efficient
40-45%
35-40%
5-10%
15-20%
N’s -Time is less a focus getting the big picture right is more important
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tell
fight
ask
flight
relationship
task
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Maslow's Hierarchy
Gallup’s Q12 Engagement Hierarchy
Integrating
The lower half are the ‘core cultural’ requirements
They should be the same across all companies and at all stages of the industry life-cycle
The upper half are the ‘specialized cultural’ requirements
They need to be the different across at each stage of the industry life-cycle for the organization to survive and be successful
Basic needs vs self-actualization
What do I need to be productive
How do I want to work to realize my purpose
Understanding culture
Culture as the ‘unwritten’ rules about expected work focus and support vs. structure which is written
read here
read here
Study questions:
What is ‘Maslow’s Hierarchy” and why is it important?
What is the ‘Gallup Q12 Engagement Hierarchy’ and why is it important
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The lower half are the ‘core cultural’ requirements
They should be the same across all companies and at all stages of the industry life-cycle
The upper half are the ‘specialized cultural’ requirements
They need to be the different across at each stage of the industry life-cycle for the organization to survive and be successful
Basic needs vs self-actualization
What do I need to be productive
How do I want to work to realize my purpose
Understanding culture
Culture as the ‘unwritten’ rules about expected work focus and support vs. structure which is written
Individual Basic Needs
Growth and Teamwork
Core Culture
Specialized Culture
Have we taken care of basic needs
Have we aligned with our environment
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Quinn’s Competing Values Model
Drivers of Culture
Manifestations of Culture
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Formalizing Culture
Integrating Keirsey with Quinn
Adhocracy
Market
Hierarchy
Clan
Artisan-based Culture
Guardian-based Culture
“focus on self”
“focus on product”
“focus on group”
“focus on process”
Idealists
“focus on system”
“focus on strategy”
“focus on relationships”
“focus on community”
Collaborate
(Do things together)
Control
(Do things right)
Create
(Do things first)
Compete
(Do things fast)
Focus on incremental process improvement
Focus on short-term market performance
Focus on breakthrough products
Focus on long-term skill development
External
Internal
Flexible
Focused
Technology-based Structure
Aligning Culture with Structure
Major Pivot
transition product/market success to process-based success
Major Pivot
transition process-based success to new product/markets
Pivot to Process-based Success
Pivot to Product/Market-based Success
Market-based Structure
Process-based Structure
Competency-based Structure
Structure Culture Alignment Model©2021
Minor Pivot
transition from product-based to market-based
Minor Pivot
transition from process-based to competency-based
and Rationals Lead Pivots
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Adhocracy
Market
Hierarchy
Clan
Artisan
Guardian
“focus on self”
“focus on product”
“focus on group”
“focus on process”
Size of Industry
Maturity of Industry
Simple Structure
Adhocracy
Adhocracy
Artisan
Guardian
Integrating Mintzberg, Keirsey with Quinn
Aligning Industry Growth Stage with Structure then Culture and Personality
Artifacts & Creations (Symbols)
Values
Basic Assumptions
Edgar Schein’s Model of Organizational Culture
growth and innovation
maturity and stability
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Idealist
Rational
lead pivots
Simple Structure
Adhocracy
Divisionalized Form
Machine Bureaucracy
Professional Bureaucracy
Minor
Major
What we make it mean
How we represent what we believe
Where to look for underlying assumptions
What we ‘see’ and ‘hear’
Divisionalized Form
Market
Machine Bureaucracy
Hierarchy
Professional Bureaucracy
Clan
The specialized part of culture needs to evolve and align with the needs of the environment
Individual Basic Needs
Growth and Teamwork
Core Culture
Specialized Culture
Have we taken care of basic needs
Have we aligned with our environment
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Dynamic Tension - because tension and disharmony can be good for you
We need to centralize to gain control
We need to de-centralize to understand local conditions
We need to standardize to simplify coordination
We need to specialize to create differentiation
We need to counterbalance the desire for harmony (and increasing fragility) with the benefits of tension (and the potential for uncontrolled conflict)
Structure
Artisans
Guardians
Rationals
Idealists
are we asking the right questions
are we involving the right people
Three sources of tension:
Structure
Culture
Communication
3
Communication
We need to ‘create’ tension (through culture and structure) then manage it productively (through leadership and team management)
NF
NT
SJ
SP
Product-focus
Process-focus
Purpose-focus
People-focus
Culture
'we need to focus on improving our strategy’
'we need to focus on improving our processes’
'we nee to focus on improving our products’
'we need to focus on improving our people’
Artisan-centric
Guardian-centric
Rational-centric
Idealists-centric
1
2
Aligned but separate
Artisans and Guardians are ‘tell-oriented’
Rationals and Idealists are ‘ask-oriented’
Copyright © 2021 Thomas Mazzone
Slide 3 - Assessment
Complete a culture gap assessment (refer next slide)
Identify position on industry life cycle curve
describe current culture
conclude culture fit/gap
describe implications
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Organizational Assessment and Development
Teamwork Assessment and Development
Organizational Cultural Assessment
Slide 1 - Refine Context
Reestablish context
Company, industry, age, size
Slide 2 - Literature review
Describe Artisan vs Guardian Cultures using Schein’s Model
List Pro’s and Con’s of each culture
Slide 4 - Recommendation
where do they need to be
what do they need to do to reinforce or change
use Schein model
Assess challenges
The Advantage;
Create Clarity
HBS on Teams: Building Manage Team Process
Reframing Organizations: The Symbolic (Culture) Frame
Slide 7
Slide 5
Slide 6
Team Process Application and Reflection
Reflections on Readings
Complete a process assessment
Slide 8
Reflections on Experience
Refer next slide
Revise the team charter
Presentation expectations - everyone presents - approximately 1-2 minutes per slide - 10-15 min/team
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Industry Life Cycle Stage
Start-up
Growth
Shake-out
Maturity
Dominant Organizational Structure
Dominant Organizational Culture
Dominant Organizational Personality
Professional
Machine
Division
Simple/
Adhocracy
Clan
Hierarchy
Market
Adhocracy
Guardian
Guardian
Artisan
Artisan
Basic Needs Support Assessment
Alignment Assessment
Parity
Leading
Laggard
Complete a specialized and core culture assessment
Where are there strong alignments and misalignments?
How do they manifest?
What are the implications?
What do you recommend and what impact would it have?
How are basic needs being met?
How do they manifest?
What are the implications?
What do you recommend and what impact would it have?
Directions:
Shade the boxes
Answer the questions
Specialized Culture
Core Culture
Individual Basic Needs
Growth and Teamwork
Core Culture
Specialized Culture
Have we taken care of basic needs
Have we aligned with our environment
Copyright © 2021 Thomas Mazzone
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Individual Basic Needs
Growth and Teamwork
Interaction tendencies
Asking Telling
BIOL2610 2021 Experiment Report
Due Date: 5 p.m. Friday 21 May (mark before final exam)
Alternative Due Date: 5 p.m. Friday 28 May (no guarantee of mark before final exam)
Summary
For this assignment, you will need to design, run, and report on an experiment. A list of example questions is given below. You can choose to investigate one of these questions, or you can address another question of interest to you after receiving prior approval from me. You first need to develop a biological hypothesis that addresses your chosen question. You then need to develop a statistical null hypothesis and identify an appropriate statistical test to evaluate it. Next, you need to design an experiment that will yield data suitable for addressing your chosen biological and statistical hypotheses. Remember to carefully consider principles of experimental design such as replication, independence, and randomisation. You’ll then run your experiment and analyse your data. Finally, you will need to interpret the results of your statistical analyses in light of your biological and statistical hypotheses. The report you submit should be in the form of a journal article. You will also be required to submit your experimental data and accompanying metadata in archival format, print outs of your R output from the console, and a commented R script containing all of functions you used to generate the output. You are required to do your analyses in R.
Learning Objectives
This assignment is designed to help you meet some of the major learning objectives of this unit. In particular, through this assignment, you will go through all of the steps involved in designing and implementing a biological experiment:
1. Develop testable hypotheses based on general scientific questions.
2. Design an unconfounded experiment to test scientific hypotheses.
3. Choose an appropriate statistical test to analyse experimental data.
4. Carry out statistical tests using the computer package RStudio.
5. Correctly interpret results from statistical tests.
6. Clearly present the findings of the experiment and statistical analyses using figures, tables, and text.
Questions
Here is a list of biological questions you could investigate for your experiment:
1. What colour flowers do pollinators prefer?
2. Do snow pea sprouts grow faster with increases in light, water, or nutrients?
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3. Are germination rates of plants affected by the addition of salinity, coffee grounds and/or worm tea to soil?
4. Does body temperature affect the activity (e.g. running speed, time to leave a circle, time to first movement) of invertebrates (e.g. crickets, worms, ants, mealworms)?
5. Do different food types differ in their attractiveness to ants?
6. Are slugs more attracted to fresh or rotting vegetables, and do they show preference for particular vegetables?
7. How are hatching times/growth rates of brine shrimp (sea monkeys) influenced by environmental conditions (e.g. food availability, temperature, salinity, pH)?
8. Is formation of bread mould affected by factors such as bread type (e.g. white versus wheat), moisture level, or packaging (e.g. uncovered, plastic-bagged)?
If you would like to explore a different question, then discuss it with me. It should be OK, but I need to ensure first that it will allow you to meet the learning objectives. Also, please be aware that you are unable to due anything involving outdoor FIELDWORK (except in your yard at home) because doing fieldwork for anything, including a class assignment, requires extensive paperwork!
With all of the experiments, I strongly suggest having a trial to get your methods right before starting the main experiment! Here is some advice for setting up particular experiments:
(1) Flowers and pollinators
One possibility would be to make some mock-ups of flowers (e.g. coloured paper on paddle pop sticks) in different colours. To increase the attractiveness to pollinators, you could place a dab of honey at the centre of each flower. Some variants on this question would be to investigate factors attracting or repelling different types of insects. For example, are ants equally attracted to sugar and artificial sweeteners?
(2) – (3) Plant growth and germination
Plant seeds can be bought in packets at garden shops and Bunnings (and can be eaten at the end of the experiment!) You’ll also need seed trays and seed raising mix. There are a lot of possible variants on this question! Previously students have investigated questions such as: whether different types of fertiliser are more effective than others; whether watering plants with chlorinated water from the swimming pool is detrimental; whether adding sugar to soil is detrimental to plant growth; and whether fertilisation changes stomatal density on leaves.
(4) – (6) Activity of invertebrates
You could use a temperature manipulation (i.e. putting bugs in a fridge until they reach an internal thermal equilibrium, after about 20 mins or so. . . ) and compare aspects of their subsequent behaviour. For example, you could compare activity rates of bugs kept at room temperature with those subject to various periods of experimental cooling. Or, you could investigate rates of recovery from cold treatment among different sizes of invertebrate. For slugs or ants, you could put out food baits and count the number of organisms observed after leaving the bait out for a fixed period of time.
(7) Growth of sea monkeys
Brine shrimp are readily available at toy stores, and hatch within a few hours to a few days. You could investigate how hatching times vary depending on the temperature of the water. You could also rear sea
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monkeys at different densities and/or with different amounts of food to assess how competition and/or overall food availability influence growth rates.
(8) Bread mould
You could investigate effects of conditions such as light, temperature or moisture by placing slices of bread in clear or opaque bags, in locations with different temperatures (the fridge is an extreme example – you could also try direct sunlight vs indirect sunlight to raise temperature). You might want to compare different types of bread; or you could compare bread with toast; or you could investigate effects of different preservatives such as salt or cinamon. Some hints: You want to ensure before starting the experiment that mould spores are present. Watch out for breads with loads of preservatives: we’ve had some experiments fail because no mould grew at all. To quantify mould growth, you could place a bread-shaped grid over the slice of bread and count the number of grid squares containing mould. Please use rubber gloves and a mask when doing this - be careful not to breathe in the spores!
Requirements for your Experiment Report
You will be required to submit a report in the form of a manuscript (max 2500 words), along with your data and metadata in archival form, and your R output and commented script. Your experiment report should be submitted to Turnitin. I will provide a rubric to help you when writing your report. The report needs to have the following sections:
Title
The title should be informative, but not verbose.
Abstract
The abstract should be a concise summary of your experiment, including hypothesis, design, results and interpretation.
Introduction
The introduction needs to introduce your biological hypothesis. You’ll need to think a bit about the biology involved and come up with a prediction that you wish to test. I would like you to briefly discuss the biology and explain how you came up with your hypothesis. However, I am not expecting you to provide a review of other literature on the subject: this would typically form part of the Introduction to a scientific manuscript, but can be omitted for this unit.
Materials and Methods
You need to provide a lot of detail in this section about exactly how you set up and ran your experiment. Pay particular attention to discussing how many replicates you used, how you ensured independence among your replicates, and how you randomised your sampling. Each of the above experiments would be quite easy to pseudo-replicate, so please make sure you give careful thought to avoiding this error! Also clearly state how you made your measurements and discuss what steps you took to make them as precise as possible.
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Results
Present your results as clearly as you can. Use no more than 7 figures and no more than 3 tables. Use correct statistical language. Ensure that your figures meet the ‘good graph’ criteria (see Lecture 3). Make sure that figures and tables have captions. Use appropriate statistical tests and give confidence intervals for effect sizes where possible. Additionally, you should present results of an a priori or post hoc power analysis.
Discussion
In the discussion, interpret your results in terms of your original question. Typically, the Discussion section that puts results in the context of what is already known about the subject and refers to other literature – you do not need to do this for this report unless you want to. The discussion is also the place to mention any problems that you faced with your experiment and suggest how you would improve your experiment if you were to do it over again.
Acknowledgements
If you had help with your experiment, acknowledge this help in this section.
References
Only necessary if you have referred to books or articles in your text. For this assessment, I am not expecting you to review the literature: the focus is on your experiment.
Supplementary Material
Provide printouts of the RStudio output that you report on, along with a commented R script that contains all of the commands used to conduct your analyses. Evaluation of the assumptions underlying the test you used should be presented in this section.
Dataset and Metadata
Provide your data set as a .csv file, containing the data, and a .txt file, containing the metadata. The .csv file can be produced in Excel (Save As -> Save As Type -> Comma Delimited). This file type can be read by any program, not just Excel. Your .csv file should contain your data in carefully labelled columns and will look a bit like this:
name,gender,foot,hand Kate,F,27.5,17.1 Elisse,M,26.9,17.5 Alex,F,26.7,18.7 ...
The .txt file can be produced in Word (Save As -> Save As Type -> Plain Text Format). Your metadata needs to contain (at least) the following information (see Lecture 3):
• Name and contact details of person responsible
• Geographic information about where data were collected
• Description of methods used
• Types of experimental units
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• An explanation of each variable, including any abbreviations used for variable names
• Units of measurement for each variable
• Value used to indicate missing data (only if missing values are present)
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- Due Date: 5 p.m. Friday 21 May (mark before final exam)
- Alternative Due Date: 5 p.m. Friday 28 May (no guarantee of mark before final exam)
- Summary
- Learning Objectives
- Questions
- (1) Flowers and pollinators
- (2) – (3) Plant growth and germination
- (4) – (6) Activity of invertebrates
- (7) Growth of sea monkeys
- (8) Bread mould
- Requirements for your Experiment Report
- Title
- Abstract
- Introduction
- Materials and Methods
- Results
- Discussion
- Acknowledgements
- References
- Supplementary Material
- Dataset and Metadata

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