Chapter 8 - Organizational Culture
Introduction
This chapter will be of particular interest to me. I addressed many areas of organizational culture in my opening chapter of this book. I have discussed how I recognize how organizational politics affect decision-making in large companies. In order to be successful at any job level within a large company, one must understand the culture of the company and adhere to it. Adhering to the culture should not be a challenge though. You should work for a company whose culture aligns with your beliefs. I believe I have selected a company such as this in First Citizens Bank. First Citizens is a private, family controlled bank that has been in operation since 1898. The continuity of the third generation of family ownership has fostered a culture of stability and consistency.
The articles I have selected for this chapter will help assist me in breaking down a corporate culture and abiding by it to achieve maximum self-benefit (meaning promotions, respect, etc.). As I strive to benefit myself in my workplace through better alignment with corporate culture, I will also benefit my coworkers because as a leader, they will look to me for example and guidance.
Introduction
This chapter will be of particular interest to me. I addressed many areas of organizational culture in my opening chapter of this book. I have discussed how I recognize how organizational politics affect decision-making in large companies. In order to be successful at any job level within a large company, one must understand the culture of the company and adhere to it. Adhering to the culture should not be a challenge though. You should work for a company whose culture aligns with your beliefs. I believe I have selected a company such as this in First Citizens Bank. First Citizens is a private, family controlled bank that has been in operation since 1898. The continuity of the third generation of family ownership has fostered a culture of stability and consistency.
The articles I have selected for this chapter will help assist me in breaking down a corporate culture and abiding by it to achieve maximum self-benefit (meaning promotions, respect, etc.). As I strive to benefit myself in my workplace through better alignment with corporate culture, I will also benefit my coworkers because as a leader, they will look to me for example and guidance.
Article 1 – Aligning Leadership and Organizational Culture: The Leader-Culture Fit Framework For Coaching Organizational Leaders
This article describes what makes a leader within an organization an effective coach of organizational culture to others. It describes how a leader can lead positive change within a firm using coaching as a tool. The article compares research from an organizational culture assessment and a parallel leader assessment. Also discussed within the article are challenges to effectively implementing a coaching strategy. Utilizing the leadership and organizational strategies in this article will benefit me not only as a leader of others, but will also assist me in understanding the corporate culture in which I work and how to best relate it to the existing employees.
Take Figure 1 as a great summation of this article and how it can be put to good use. The different organizational-leader relationships are reflected and explained nicely in this diagram. Understanding what type of company and person it takes in each scenario is truly valuable to my professional management growth. See explanation below: By having the knowledge to understand when I am managing a “Matched High” versus an “Unmatched High” situation, for example, I can dissect whether or not associates I am managing are in the right position for the company, or, maybe that the company needs to adjust to meet the needs of its associates. This style of thinking would be most useful in my long-term career in which I strive to be in the executive level of management.
- Unmatched Lows: A unique opportunity to develop a leader by matching an attribute that is lacked by the leader to one that is
present and viable within the company. (Nieminen 2013)
- Matched Highs: A leader’s attribute is matched with the same prevalent attribute within the company culture. (Nieminen 2013)
- Unmatched Highs: A present attribute in the leader that is absent or only minimally present in the organization. (Nieminen 2013)
- Matched Lows: Lacking a leader attribute as well as lacking the same attribute within a corporate culture. (Nieminen 2013)
This article describes what makes a leader within an organization an effective coach of organizational culture to others. It describes how a leader can lead positive change within a firm using coaching as a tool. The article compares research from an organizational culture assessment and a parallel leader assessment. Also discussed within the article are challenges to effectively implementing a coaching strategy. Utilizing the leadership and organizational strategies in this article will benefit me not only as a leader of others, but will also assist me in understanding the corporate culture in which I work and how to best relate it to the existing employees.
Take Figure 1 as a great summation of this article and how it can be put to good use. The different organizational-leader relationships are reflected and explained nicely in this diagram. Understanding what type of company and person it takes in each scenario is truly valuable to my professional management growth. See explanation below: By having the knowledge to understand when I am managing a “Matched High” versus an “Unmatched High” situation, for example, I can dissect whether or not associates I am managing are in the right position for the company, or, maybe that the company needs to adjust to meet the needs of its associates. This style of thinking would be most useful in my long-term career in which I strive to be in the executive level of management.
- Unmatched Lows: A unique opportunity to develop a leader by matching an attribute that is lacked by the leader to one that is
present and viable within the company. (Nieminen 2013)
- Matched Highs: A leader’s attribute is matched with the same prevalent attribute within the company culture. (Nieminen 2013)
- Unmatched Highs: A present attribute in the leader that is absent or only minimally present in the organization. (Nieminen 2013)
- Matched Lows: Lacking a leader attribute as well as lacking the same attribute within a corporate culture. (Nieminen 2013)
Article 2 – Organization Life: There Is More to Work than Working
Schmidt’s article discusses the ins and outs of organizational politics. It begins by describing John Danforth, a hard working engineer who kept his head down and focused on his work for several years in his company. Danforth noticed that other co-workers who worked less but socialized more were beginning to pass him over for promotion opportunities, even though he was undoubtedly more qualified. The article goes on to explain how important it is to understand any political aspects of a firm that may exist and how to exploit them for success. Not doing so, according to Schmidt, is allowing your peers to do it even more, thus surpassing you in the ranks. Schmidt refers to the Danforths of the world as having a “mechanistic” point of view, meaning, “In their minds, effective employees are well tuned parts assembled to function in concert as a smoothly running engine.” (Schmidt 1991) These people do not see past just the “work” part of working and into the social aspects of interpersonal relationships.
In chapter one, I stated that I knew politics played a role in my current organization, as it does with any organization. Although, it is funny how no one will openly admit to that, at least while on the clock anyway. I guess it is not politically correct (no pun intended) to admit that the stigma of politics floats through the air of your company. However, everyone I talk to, managers, peers and subordinates included all know it is there. So, can we fix it? No. Can we learn to play the game? Yes, we have no choice.
Before reading this article, I kind of knew the difference between Danforth and the rest of the workforce, but I had not really been able to put it into words. This article does it nicely. In reading, it helps me understand what different actions can be performed to comply with a corporate culture through its politics. The challenge is knowing what the politics “expect”. I think I have a pretty good grasp on the politics immediately surrounding my position that I currently hold, and even a level or two above me. What I do not have a grasp for, and probably will not until I am there, is the political aspects of the area level and executive level management teams. As I grow into new positions within my company, this will be one personal development item for me.
Exercise – Corporate Organizational Chart
1) I asked two of my peers to draw our organization chart up all the way up to our Regional Executive. I did the same.
2) Next, I asked each of us to draw an organizational chart based on influence, not job title. The influential people could be associates not within our organizational hierarchy, but they must work at First Citizens. I stressed the utmost confidentiality in effort to obtain the most honest results (Note: I used a bit of my own corporate politics for my personal gain in this exercise. I called on peers whom I knew would help me in this type of situation.)
3) Discussion Questions (answers attached).
a. In what ways did your two charts differ?
b. What was the most surprising to you and why?
c. Do you feel this is something you would share with other members of the company? Why or why not?
References
Nieminen Levi, Biermeier-Hanson Benjamin, Denison Daniel. "Aligning Leadership and Organizational Culture: The Leader-Culture Fit Framework For Coaching Organizational Leaders." Consulting Psychology Journal: Practice and Research 2013 Vol. 65, No. 3, pg. 177-198. American Psychological Association. p. 1 August 2013. Internet. Accessed 26 November 2013.
Schmidt Stuart M. "Organization Life: There is More to Work than Working." Interfaces Vol. 21, No. 5, pg. 48-52. INFORMS. p. September - October 1991. Internet. Accessed 25 October 2013.
Exercise – Corporate Organizational Chart
1) I asked two of my peers to draw our organization chart up all the way up to our Regional Executive. I did the same.
2) Next, I asked each of us to draw an organizational chart based on influence, not job title. The influential people could be associates not within our organizational hierarchy, but they must work at First Citizens. I stressed the utmost confidentiality in effort to obtain the most honest results (Note: I used a bit of my own corporate politics for my personal gain in this exercise. I called on peers whom I knew would help me in this type of situation.)
3) Discussion Questions (answers attached).
a. In what ways did your two charts differ?
b. What was the most surprising to you and why?
c. Do you feel this is something you would share with other members of the company? Why or why not?
References
Nieminen Levi, Biermeier-Hanson Benjamin, Denison Daniel. "Aligning Leadership and Organizational Culture: The Leader-Culture Fit Framework For Coaching Organizational Leaders." Consulting Psychology Journal: Practice and Research 2013 Vol. 65, No. 3, pg. 177-198. American Psychological Association. p. 1 August 2013. Internet. Accessed 26 November 2013.
Schmidt Stuart M. "Organization Life: There is More to Work than Working." Interfaces Vol. 21, No. 5, pg. 48-52. INFORMS. p. September - October 1991. Internet. Accessed 25 October 2013.
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