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Dysfunctional culture, dysfunctional organization: Capturing the behavioral norms that form organizational culture and drive performance
Journal of Managerial Psychology
Abstract and Figures
Purpose
This paper aims to describe how organizational culture is manifested in behavioral norms and expectations, focusing on 12 sets of behavioral norms associated with constructive, passive/defensive, and aggressive/defensive cultural styles.
Design/methodology/approach
The organizational culture inventory, a normed and validated instrument designed to measure organizational culture in terms of behavioral norms and expectations, was used to test hypotheses regarding the impact of culture. Data are summarized from 60,900 respondents affiliated with various organizations that have used the instrument to assess their cultures. Also presented is a brief overview of a practitioner‐led assessment of four state government departments.
Findings
The results of correlational analyses illustrate the positive impact of constructive cultural styles, and the negative impact of dysfunctional defensive styles, on both the individual‐ and organizational‐level performance drivers. The results clearly link the dysfunctional cultural styles to deficits in operating efficiency and effectiveness.
Originality/value
The concept of organizational culture is derived from research in the field of organizational behavior characterized by use of qualitative methods. Yet, one of the most powerful strategies for organizational development is knowledge‐based change, an approach that generally relies on the use of quantitative measures. Although both methods share the potential for producing cumulative bodies of information for assessment and theory testing, quantitative approaches may be more practical for purposes of knowledge‐based approaches for organizational development generally, and assessing cultural prerequisites for organizational learning and knowledge management specifically.
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... Therefore, this study intends to test the relationship between work overload, job satisfaction and employee engagement with employee turnover intentions (Islam et al., 2023). This way, study accomplishes aim and objectives (Balthazard et al., 2006). Earlier literature witnessed that work overload and job stress are positively related with employee turnover intentions (Bhagwandeen, 2021). ...
... Identifying turnover intentions among employees require attention towards their allotted assignments and completed tasks if both are done accordingly, it means employees have less likely turnover intentions or otherwise high turnover intentions (Arkoubi et al., 2007). Organization fails to attract prospects employees and even its present employees always remain in quest of alternate opportunities on account of turnover intentions (Balthazard et al., 2006). ...
... Instrument called close-ended questionnaire which was adopted from the previous studies based on seven-point Likert scale ranging from strongly disagree to strongly agree (Riley, 2006). Both indicating level of agreement or disagreement with the particular item measuring a particular variable and it also including a choice of remaining neutral which meant the respondents were neither agree nor disagree with the given item of the variable in the form of instrument called close-ended questionnaire (Balthazard et al., 2006). ...
... Organizational culture believed to consist of shared beliefs and conventions represented through symbols (hofstede, 2015), is formed through social interactions among members of specific groups, reflecting shared values and standards that significantly influence their ideas and actions (schein, 2004). When engaging with people, phenomena, and events, organizational members are guided by cultural valuesinspiring ideals (li et al., 2021)-and cultural norms that serve as a guide for certain social expectations (Balthazard et al., 2006). cultural values and norms guide organizational members, impacting everyday decisions, actions, and interactions, even for those who do not personally share the dominant values and norms, as deviation is penalized (sackmann, 2021). ...
... the type, dynamic pattern, and strength of organizational culture play a crucial role in evaluating organizational performance, facilitating internal integration, and enabling external adaptation (schein, 2010). the literature proposes various classifications of organizational culture (aboramadan et al., 2020;assens-serra et al., 2021;Balthazard et al., 2006;cameron & Quinn, 2006;Denison, 2003;Rita, 2022). these classifications consider dimensions, such as external vs. internal focus and flexibility vs. stability (cameron & Quinn, 2006;Denison, 2003); the needs and orientation of individuals within the organization (Balthazard et al., 2006); the level of risk and speed of market feedback (Deal & Kennedy, 1999); and egalitarianism vs. vertical power distribution and people-consideration vs. task consideration (trompenaars, 1994). ...
... the literature proposes various classifications of organizational culture (aboramadan et al., 2020;assens-serra et al., 2021;Balthazard et al., 2006;cameron & Quinn, 2006;Denison, 2003;Rita, 2022). these classifications consider dimensions, such as external vs. internal focus and flexibility vs. stability (cameron & Quinn, 2006;Denison, 2003); the needs and orientation of individuals within the organization (Balthazard et al., 2006); the level of risk and speed of market feedback (Deal & Kennedy, 1999); and egalitarianism vs. vertical power distribution and people-consideration vs. task consideration (trompenaars, 1994). ...
This study aimed to examine the influence of organizational culture on job satisfaction among trainers in technical and vocational education and training (TVET) colleges in Addis Ababa City Administration. Utilizing a cross-sectional survey design, a sample of 230 trainers was selected from two colleges through simple random sampling. Standardized questionnaires were employed to collect data on organizational culture and job satisfaction, which underwent analysis using statistical techniques, including frequency, percentage, mean and standard deviation, Spearman’s rho correlation, Mann-Whitney U test, and multiple regression analysis with SPSS version 23. The findings revealed that adhocracy was the dominant cultural type in TVET colleges, and trainers expressed satisfaction with their jobs in both institutions. Furthermore, the study identified that organizational culture types explained 30% of trainers’ job satisfaction, with market culture emerging as the sole significant and positive predictor of job satisfaction in the area (0.74). Additionally, a weak to moderate positive correlation was observed between organizational culture and trainers’ job satisfaction. Notably, a statistically significant difference was noted between male and female trainers regarding job satisfaction. Consequently, the study recommends prioritizing efforts to enhance market culture to sustain trainers’ job satisfaction.
... Further, Balthazard et al. (2006) noted the way organisational culture strength is manifested in behavioral norms and expectations, and also how the behavioral norms impact the organisation's performance in various state government ministries in America. The Organisational Culture Inventory (OCI) was used to assess communication culture postulated through the way employees behave and its impact on organisational performance. ...
... The positive impact of constructive cultural styles form strong cultures (strong relationships), and the negative impact of dysfunctional cultures that do not have well nurtured relationships that contribute to team work and collaboration which result to weak cultures and how they drive organisational performance. There is a link between the dysfunctional cultural styles (weak cultures) to deficits in operating efficiency and effectiveness which is caused by lack of teamwork and common vision and mission (Balthazard et al., 2006). ...
Purpose: Communication culture strength influences customer satisfaction of customers served by organizations such as public secondary schools. The purpose of the study was to establish the influence of communication culture strength on customer satisfaction in public secondary schools in Nairobi County, Kenya. Communication culture strength involves important element of an organisational culture, with sharedness of values as the defining core of that culture as well as a multidimensional phenomenon that includes the strength of the prevailing value system. Methodology: The study employed descriptive research design and examined both quantitative and qualitative data. The study population was 3588 students made up of both boys and girls and 12 principals or their deputies from 12 public secondary schools in Nairobi City County. The students ages ranged from 14 years to 21 years and were in Form 2 to Form 4. A sample size of 369 students was used out of which 296 responded. This was a response rate of 80.22%. Proportionate stratified random sampling technique was used to sample students from the target population. Purposive sampling technique was used to sample the principals and or their deputies. Questionnaires and interview guides were used as data collection tools for quantitative and qualitative data respectively. Quantitative data was collected from the students while qualitative data was collected from the principals or their deputies. Descriptive and inferential statistics were used to analyse quantitative data. SPSS a software package for social sciences Ver. 25 was used to statistically analyse quantitative data. The analysed data was then presented using graphs, tables and charts. Qualitative data derived from the objectives was analysed thematically and presented in a narrative form. Inferential statistics used were descriptive, correlation, regression and ANOVA analysis. Findings: The results showed that there existed a positive and significant relationship between communication culture strength and customer satisfaction in public secondary schools in Nairobi County (r=0.409, p-value=0.000). The findings indicated that communication culture strength has a positive effect on an organization’s performance and therefore customer satisfaction. This showed that a unit improvement in communication culture strength would lead to a 0.429 improvement in customer satisfaction in public secondary schools in Nairobi County. The relationship was significant as the P-value (0.000) was less than the significance level (0.05). The study concluded that communication culture strength had a significant influence on customer satisfaction public secondary school in Kenya. Unique Contribution to Theory, Practice and Policy: The study was anchored on Thibaut and Kelley, Social Exchange theory. This study contributed to theory because it links communication culture strength to customer satisfaction in public secondary schools. Additionally, the study recommends that communication culture strength should be enhanced in organizations such as schools since it influences organizational performance and therefore customer satisfaction. In addition, the findings from this study hopes that it will provide a source of information for policy makers to understand better the link between communication culture strength and organizational performance and therefore customer satisfaction.
... Public health organisations, such as health departments, are professional establishments that bring together experts with management, logistics, financial, information and clinical skills -as well as personalities and behaviours -as a cooperative unit to attain the objective of improving population health [20]. Organisational culture is a driver of change. ...
Background
Similar to other low and middle-income countries, Ethiopia faces limitations in using local health data for decision-making.We aimed to assess the effect of an intervention, namely the data-informed platform for health, on the culture of data-based decision making as perceived by district health office staff in Ethiopia’s North Shewa Zone.
Methods
By designating district health offices as ‘clusters’, a cluster-randomised controlled trial was implemented. Out of a total of 24 districts in the zone, 12 districts were allocated to intervention arm and the other 12 in the control group arms. In the intervention arm district health office teams were supported in four-monthly cycles of data-driven decision-making over 20 months. This support included: (a) defining problems using a health system framework; (b) reviewing data; (c) considering possible solutions; (d) value-based prioritizing; and (e) a consultative process to develop, commit to, and follow up on action plans. To measure the culture of data use for decision-making in both intervention and control arms, we interviewed 120 health management staff (5 per district office). Using a Likert scale based standard Performance of Routine Information System Management tool, the information is categorized into six domains:- evidence-based decision making, emphasis on data quality, use of information, problem solving, responsibility and motivation. After converting the Likert scale responses into percentiles, difference-in-difference methods were applied to estimate the net effect of the intervention. In intervention districts, analysis of variance was used to summarize variation by staff designation.
Results
The overall decision-making culture in health management staff showed a net improvement of 13% points (95% C.I:9, 18) in intervention districts. The net effect of each of the six domains in turn was an 11% point increase (95% C.I:7, 15) on culture of evidence based decision making, a 16% point increase (95% C.I:8, 24) on emphasis on data quality, a 20% point increase (95% C.I:12, 28) on use of information, a 21% point increase (95% C.I:13, 29) on problem solving, and a 10% point increase (95% C.I:4, 16) on responsibility and motivation. In terms of variation by staff designation within intervention districts, statistically significant differences were observed only for problem solving and responsibility.
Conclusion
The data-informed platform for health strategy resulted in a measurable improvement in data use and structured decision-making culture by using existing systems, namely the Performance Monitoring Team meetings. The intervention supported district health offices in identifying and solving problems through a structured process. After further research, DIPH intervention could also be applied to other health administration and facility levels.
Trial registration
ClinicalTrials.gov ID: NCT05310682, Dated 25/03/ 2022.
Organizational culture is a topic that has received a great deal of attention in the scientific literature. All the influences that an organization is exposed to over the course of its lifetime, whether coming from the outside or from the inside, also reflect on its culture, exposing it to minor or major changes. The primary goal of this research paper is to determine the character of dominant models of organizational culture in the tourism and hospitality sector of Montenegro, as well as the dynamics of changes in organizational culture in the considered research period. Research Methods: A random sample was used for research purposes. When it comes to the research techniques we used a survey technique, and within the aforementioned technique we used a survey questionnaire, more precisely modified Cameron’s and Quinn’s questionnaire (OCAI) for the diagnosis of organizational culture. The questionnaire was modified to obtain information on cultural changes that have occurred in the past. The results of the research indicate that the largest number of hotel and catering companies in Montenegro had the organizational culture of the clan 5 years ago, while the current situation shows that the present organizational culture in the hotel and catering companies in Montenegro is a culture of hierarchy. We believe that the results of this research will provide the basis for understanding different types of organizational culture in hotel and catering companies in Montenegro, which will contribute to the creation of knowledge that can be used by managers of tourism companies in Montenegro and thus achieve a competitive advantage and better business performance.
Extrinsic and intrinsic systems of control are two prominent determinants of bureaucratic behavior. An exploration of the respective effects of the two forms of control may overlook that they often interact to exert impacts on bureaucrats. Drawing on a dataset of 870 civil servants in China, this study examines the interactive effect of extrinsic controls and intrinsic public service motivation (PSM) on blame avoidance. Three extrinsic interventions are explored: contingent rewards, punishment, and peer influence. The results show that contingent rewards may inhibit blame avoidance, and civil servants with higher PSM are more likely to be incentivized by reward contingency to contain their blame-avoiding propensity. Furthermore, extrinsic punishment may provoke bureaucrats’ intention to avoid blame, but PSM can inhibit this propensity. Finally, bureaucrats with higher PSM are more inclined to be invigorated by their peers’ industriousness, whereas those low in PSM tend to shift responsibilities to their more hard-working associates.
Digitalization is the process of taking information, which is an input, from the external environment, processing it in internal processes, and ultimately, creating added value. The fact that technological communication is much easier and more effective than before will also change the type and content of informal communication. Changing organizational cultures, especially as a result of the digitalization of organizations, can change the content of informal communication. In the process of digital innovation and transformation, organizations have realized that they need to use digital channels to interact with their key stakeholders. Organizational communication will also change shape in new environmental conditions. Regarding digital transformation, it is necessary to constitute an informal communication platform supported by digitalization when developing sustainability-related culture. In this study, the mediator role of informal communication is emphasized between the digitalization process and sustainability-oriented organizational culture.
Extant empirical research suggests that Workplace Deviant Behaviour (WDB) represents harmful acts that threaten organizations and/or their members. Specifically, research suggests that WDB is associated with a large variety of negative consequences, including decreased organisational commitment, lower levels of self-confidence, higher levels of employee absenteeism, and increased drug use/abuse at work, among others. This chapter critically provides an overview of previous research on the antecedents and consequences of WDB. In particular, the chapter explores WDB constructs and then reviews empirical findings about the typologies, antecedents and consequences of such Behaviour. Before the conclusion, the chapter also identifies several exciting areas for further research.
An organization?s culture is made up of its collective history, beliefs, and experiences. Every organization has a unique culture. The organization?s awareness of its culture and how closely aligned the culture is with the needs of its customers are what determines whether or not an organization will be successful. An organization?s values set the standard for how employees will behave in relation to customers. In more established organizations, the culture is inherited by new leaders and is either perpetuated because of a cultural match between the new leaders and the organization, or change efforts are put into place to forge a new culture. Leadership plays a key role in building and sustaining the culture of an organization. leadership; Organizational culture