Assessing Organizational Culture

Organizational Communication – BADM 6123
Master in Business Administration Health care 131
Southern Nazarene University
Dr. Pam Broyles

Ashley Allen
June 10, 2014

This paper will be discussing organizational culture, what it means and what the key components are. Webster defines culture as the beliefs, customs, arts, of a particular society, group, place, or time a way of thinking, behaving, or working that exists in a place or organization (such as a business). Organizational culture can be seen as members of an organization sharing what they believe, and value to better the organization. There are many components to organizational culture like underlying assumptions, espoused beliefs and values, and artifacts (Cheney, Christensen, Zorn, & Ganesh, 2011, p. 78-79). I will discuss Trice and Beyer’s 6 types of rites in the organizational setting. Organizational culture also includes procedures that are written in the handbook as well as the levels of pay. Organizational culture provides a company with rules to follow and shows old and new employees how things are done in the company.
Within The Hartford’s culture there are many sub cultures. There is a sub culture of managers, representatives and within the representatives there is another sub culture which could be broken down into which department you work for. For example you have the group that works for AARP, this group of reps only deal with AARP customers fifty and over. Then there is the consumer direct group that works with the customer who is forty-nine and younger. Between these two groups things are done completely different based on the customer that they service. The AARP group may have a longer average handle time based on the customer is older may not understand as well, may not be as tech savvy as the younger generation. So the values and beliefs may be somewhat different based on the customer they are servicing. The Hartford’s organizational culture consist of many artifacts one that is the most prominent or well known is the logo of the Stag. The Stag has been around from the beginning of The Hartford’s existence. The Stag symbolizes strength, longevity, and adaptability it defines The Hartford’s values and beliefs. It says this organization can stand the test of time we can adapt to change and continue to stand strong and progress. The Stag has been around for two hundred years the logo has changed seven times but the meaning and the company remains the same. That gives the employees a sense of comfort to know that even with change there is still stability in the company.
The culture at The Harford is also defined by the dress code that is enforced. The dress code is business casual to causal which leaves its employees to think that it is easy going, also gives the employees the sense a non-stressful environment. Since no one is trying to impress or one up the next person in dress the main focus becomes on the customer, there well-being, and getting the issue and or questions answered. The way The Hartford’s calls centers are set up openly with the managers on the floor with you no separation there give you a sense of oneness with those who have more control. It lets you really understand are no doors to the offices which and gives a new meaning to the saying open door policy. The open door policy is something that can also be viewed or seen as a right of conflict reduction (Trice & Beyer as cited in Cheney et al., 2011). The reason is because when there is an issue with coworkers you can just go talk to your manger you don’t have to feel uncomfortable it is an easy way to cut conflict. Also with the way the system is set if you don’t want anyone to know that you are having problem with someone else you just send and instant message or even email. This will definitely cut back on conflict based on no one can retaliate when an issue is brought to their attention.
When it comes to rights and rituals