carol van der karr suny cortland
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Artifacts, Rituals, and Heroes: Organizational Culture and Leadership 2013 New York State ACE Women’s Network Annual Conference. Carol Van Der Karr SUNY Cortland. Introductions and Goals. Globalization and higher education Organizational culture theory - PowerPoint PPT PresentationTRANSCRIPT
ARTIFACTS, RITUALS, AND HEROES: ORGANIZATIONAL CULTURE AND LEADERSHIP
2013 NEW YORK STATE ACE WOMEN’S NETWORK ANNUAL CONFERENCE
Carol Van Der KarrSUNY Cortland
Introductions and Goals Globalization and higher education
Organizational culture theory
Assessing institutional culture through symbols
Implications for leadership
Your experiences and possibilities
Globalization + Higher Education
Globalization is not easily defined or quantified
Higher education responds to, engages in and works to have an impact on globalization
Higher education are unique organizations
Result: Complex, dimensional, dynamic concepts within complex, dimensional, dynamic organizations
How do we communicate, operate and lead?
Picture This… The experience of the people drawing What happens when it’s seems simple to
you and others don’t get it?
The experience of audience What do we do when we don’t
understand what that person is drawing?
Shared Understanding More challenging as concepts and issues
become more complex Dependent upon experiences and
perspectives of individuals Does not have to mean agreement Can enhance communication and
functioning within an organization
Theory of Organizational Culture
Symbolic framework Institutions are dynamic systems open to
interpretation and multiple meanings may exist within an organization
Looks at the ways meaning definitions, values, assumptions, beliefs, priorities
Are expressed through communication, history, environment, products,
relationships, processes, and behavior Different models and approaches
Schein’s levels of culture Chaffee and Tierney’s dimensions of culture Masland’s windows on culture
Effectiveness in Organizations
“Surely, quantitative analyses, applied statistics, and economic models are absolutely essential to any organization’s viability, and yet the cultural anchors, basic values, and behavioral dynamics of organizations set the foundations and guidelines for how the more logical, rational and measurable variables will be understood, used, and implemented.”
Organizational Symbols Artifacts Structures: processes and policies,
governance, funding, committees
Rituals and Traditions Saga and Myths Heroes and Saints (and Villains) Language
Tierney’s Cultural Investigation
Examine mission Socialization of new members Information—who defines, how is it
communicated? Strategy—how are decisions made
and who is involved? Leadership—what is expected, who
are formal and informal leaders?
Can You Dig It? 1000 years from now, an archeologist stumbles upon your campus—perfectly preserved.
What artifacts would she find that represent globalization or internationalization on your campus? What would they reveal?
How to Research Culture Cultural Audit or Inventory Can go in with a specific value or initiative
in mind Where do I see international students experience
and support? Naturalistic/qualitative methods
Asking why people hold a view, not just what they think
Interviews and open ended surveys Observations Media analysis (documents, publications, social
media) The process can strengthen understanding
Analysis Clarity and richness of explanations What values, priorities are being expressed? Themes: Recurrent ideas, definitions, views
Different or opposing themes or values Subcultures and cohorts Resonance: Do the symbols support with what we espouse
or assume
All of the above lead to congruence Where is meaning shared
Converge Diverge Conflict
Degree or strength
Leading: Uses of Cultural Exploration
Profile organizational evolution and how it operates
Strengthen sense of identity or purpose Institutional effectiveness
Understand strains, resistance, and conflict Increase communication
Monitoring culture to assess change Connect and anchor different ideas and
initiatives Strategy to achieve a specific goal
Build consensus and infuse meaning through symbols Seeking balance to help move organization
Leading: Promote Understanding
Encouraging Shared Understanding Create opportunities for
ambitious dialogue Engage divergent views and
encourage others to do so Create a web of
understanding
Leading: Expressing Our Values Reflect on our own values
What does my own culture say about me? Are my priorities and values represented in
organizational culture? How am I being interpreted? Am I consistent and clear?
Authenticity Maximizing opportunities for people really get to
understand your perspective Builds appreciation, trust and increases your authenticity People understand where you are coming from
Experiences and Possibilities
What have been your experiences with the culture of your organization? What artifacts have you created? What is your saga? When have you been the hero or villain?
What cultural strategies have you used, or would you think about using, to support globalization or other areas?
Contact
Carol Van Der Karr, PhDAssociate Provost for Academic AffairsSUNY [email protected] 753 2206www.cortland.edu