Culture
1.) How do leaders effectively develop and communicate desired values and expected “ways of doing things” for an organization?
Pre: Leaders effectively develop and communicate desired values and expected “ways of doing things” to their organizations by modeling and constant reminders. Leaders need to consistently communicate organizational values through their actions and interactions with all members of the organization. A leader has the capacity to lift the spirits of a team and help each member to develop a shared vision. Ineffective leadership often times lacks a degree of integrity. What I mean to say, is that a leader cannot effectively develop a company culture if they are preaching one thing and then living by a completely different set of values. Lead by example is the best phrase for this. In addition to modeling the core values of an organization, it is also vital that leaders consistently remind employees what the desired values of the organization are. This can be done in number of little ways. Reminders can be painted on the wall for everyone to see. Reminders can be referenced in company communication or highlighted at the beginning of every meeting. In sport organizations, you often times see phrases posted around locker rooms or offices to serve as a constant reminder of the direction the organization is headed. These phrases can change and often do change. It is important to note that company values can be expressed in different ways. It is ok to change it up so that messages don’t become stale and go unnoticed.
Post: I was pleased to learn that some of the ideas identified in my pre-analysis support effective ways to develop ad communicate desired values. The chapter identifies four different modes of communication: stories, rituals, material symbols, and language. Each of these speak to the way in which we retain information. Are we audio, visual, or kinesthetic learners? It is important to cater to each learning style to ensure that everyone is receiving the message loud and clear. Stories link the present to the past of the organization and provide explanations for current practices. This helps employees to understand why things are done in a certain way at an organization. Rituals are referred to as activities that reinforce key values within the organization. These types of experiences let members know that there is a large grouping of people who share a culture and support one another as a byproduct. Material symbols include visual markers that convey importance and significance within an organization. These symbols are effective because we can be surrounded by them and they flood our subconscious. Whether it’s a symbol or a message written on the wall, we walk by these constant reminders that inform our attitudes about the culture. Language is the fourth mode identified and was also a key concept in my pre-analysis. The chapter defines language as jargon and special ways of expressing oneself to indicate membership in the organization. This is something that a leader MUST do as they serve as the face of the organization. It is motivating to hear a leader speak warmly about his or her organization and sends the message that we are all in this together no matter how big or small.
2.) How can you go about diagnosing the strengths and weaknesses of an organization’s culture?
Pre: The easiest way to diagnose strengths and weaknesses of an organization’s culture is to ask the people who work there. While the responses from each individual may vary, the recurring sentiments shared within the group will shed light on issues and ideas that we should take note of. Even if you do not ask employees directly, you can often read body language and behavior in the workplace to diagnose organizational culture. It is easy to see if employees are interacting openly and freely or if they are separated in cubicles and mostly keeping to themselves. Every organization has its own culture and there is no “one size fits all” approach. That being said, the strengths of an organization need be viewed from this perspective. While I may believe that it is important to have an open culture with everyone talking and collaborating on projects, it may not be appropriate for an accounting office where the work requires careful attention to detail. This same principle can also be identified as a weakness. An organization may have a certain culture that is not cohesive to the work being done.
Post: The chapter describes one way in which we can diagnose cultural strengths and weaknesses through the form of a questionnaire. These questions look at the fundamental assumptions that drive the organization ask administrators and general members to provide feedback about the culture. The chapter goes on to specifically identify the Organizational Culture Assessment Instrument (OCAI) as the most effective way to gauge attitudes about company culture and diagnose strengths and weaknesses.
3.) What findings from sport organization culture research could be helpful in your role as a current or future sport manager or administrator?
Pre: I think that it is important to look at best practices when it comes to managing or administering in the sport industry. Sport caters to many different types of employees and customers, so it is important that the culture we implement be representative of everyone included. Within youth sports, a soccer organization may have both a recreation program and a travel program. The organization may have an overarching culture for all programs within the organization, but these two sub-groups adapt that culture to be inclusive of the types of attitudes and characteristics that appear within these areas. Research can inform managers and administrators about the most effective means to communicate the desired culture and how to implement these ideals into the daily activities of the organization. I have to believe that there has been research on the topic of culture within the sport industry and how culture is communicated to all members of the community served.
Post: The chapter breaks down research into the different areas of the sport industry. This is incredibly helpful since the different areas of sport industry necessitate different capacities to be effective and demand different organizational cultures. This research can help us as we take on the responsibilities of managers and administrators within the sport industry. Instead of having to go through the process of trial, these research topics give us a stronger foundation that we can build upon to exercise effective strategies to develop a healthy organizational culture.
4.) What do you feel are critical components of an organizational culture development plan for building and maintaining a healthy and effective culture?
Pre: I feel that “buy in” and infrastructure are two critical components of an organizational culture development plan for building and maintain a healthy and effective culture. It is vital that all managers and administrators support the culture they are attempting to implement within their organization. If not, the organization will lack follow through and ultimately let down the members they had hoped to motivate through their shift in culture. Misinformation and fragmentation will also surface if there is a lack of support. One manager may be preaching the core values and hopes for the new direction of an organization. Another manger may be bad mouthing the ideas presented and expressing their disgust for such ideas. This polarization sends a confusing message to org. members and ultimately leads to members to decide whether or not they want to support the new company culture. In the end, the cultural shift is unsuccessful because not everyone has a shared vision. An organizations infrastructure is critical when developing a culture. An organization will not be able to effectively implement a culture if they do not have the facilities and/or resources to develop and maintain the culture.
Post: Again, the chapter outlines a nine step process used to initiate culture change within an organization. I was pleased to see that some of the concepts from my pre-analysis were outlined. This nine step process makes sense to me as the order builds from the ground up and maintains a consideration for all stake holders involved in the process. The foundation for the entire process is built upon a consensus between members and leaders that there needs to be a cultural change within the organization. From there, the remainder of the steps are concerned with illustrating the importance of the new culture and communicating the direction of the organization. I was not surprised by any of these steps and would turn back to this process in the future.
Three Concepts:
1.) Espoused beliefs and values: This topic interests me because it is often times misunderstood or abused by organizational leadership. It is always harder to put words into action than to simply state what is being done by others. Often times, there is a separation between the actions of an organization and the philosophies described by organizational leadership. This is often done for a number of reasons, most times to attract customers and money, that are more concerned with organizational benchmarks and without regard for the actual quality of the service or product developed. My research focus right now examines this very principle. Is there a separation between the perceived needs of the community served and the decision makers who guide organizational actions?
2.) Why change is hard to introduce in sport: This topic interests me because if often times viewed as a negative experience that can be categorized as uncomfortable and wasteful. This bugs the hell out of me. Nothing will get better if we don’t attempt to make things better. In sport organizations, leaders and policy makers are often over worked and lack the capacity to implement real change within an organization. I would bet that most youth sport leaders can identify an issue that should be addressed within their organization. Those same leaders then look at their capacity and realize that they don’t have the time or energy to do it. I’ve experienced this very thing and it is real. It is so easy to criticize from the outside looking in. I would suggest that youth sport organizations lack the personnel to carry out the day to day activities of their organization and that more change would be made if sport organizations were more adequately staffed.
3.) Organizational culture and performance: This topic bugs me too. People perform at their best when they are supported and encouraged. This is a no brainer to me. However, there are so many toxic and motivating work environments across the world. I think this is a sad reflection of the current human condition that people love to be collectively miserable because it is easier that working towards happiness. I may be drawing too many assumptions but that is surely how it feels to me. Having experienced both extremes, I can tell you that this is such an important topic. If organizations could weed out the toxic members and promote the happy ones, organizations would be more effective.
