The transformation of organizational culture: Perceptions of a critical mass.

摘要

American Engine, a domestic automobile engine manufacturing plant, transitioned from an undistinguished performance organization to an award-winning producer of engines. The purpose of this field study was to find out if a corresponding shift occurred with the organization's pattern of values. Was American Engine's culture transformed along with its performance? If so, what were the circumstances relating to the transformation?;The hourly workforce at American Engine was invited to participate in this study. A questionnaire was specifically designed to answer these questions. Post-questionnaire meetings were held to help interpret responses to the questionnaire and collect additional data. Respondent feedback revealed that a shift in the pattern of values did occur during the same period when performance improvements were made. The data supports the works of others (Ouchi, 1981; Pascale, 1981, Deal, 1982; Peters, 1982; Kotter, 1992; and Kinni, 1996) who also believe there is a relationship between an organization's culture and performance. Data solidly identified leadership as the nexus for the performance transition and the transformation of American Engine's culture, which supported previous research (Pettigrew, 1976; Burns, 1978; Schein, 1985; Kanter, 1997; and Covey, 1989, 1991, 1999) regarding a culture/leadership connection.;Data reveal the strength of organizational values increased after a new leader was assigned to the plant in 1979. The highest value ranking scores were given to quality and service to the customer, innovation, collaboration and teamwork, continuous improvement, systems thinking, and focus on details. Seventy-two percent of respondent comments, regarding significant change in the organization, were positive and credited to this new leader---strongly suggesting a critical relationship exists between an organization's culture, its performance, and leadership behaviors and practices.;Respondents cited people involvement, or inclusion in the business, as the number one common barrier to excellent performance. People involvement was also the number one response when participants were asked, What do you believe is the most common reason(s) for the level of product success at American Engine? Ironically, respondents report that leadership's support of people involvement practices has declined over the past several years. The disconnect between workforce expectations of inclusion and current leadership behavior and practices exposes the vulnerability of this culture/performance/leadership relationship.;The ability to sustain organizational values, according to the majority of respondents, is sensitive to shifts in the perceived behavior and practices of leadership. The strength, for most values rated in this study, began to decrease within a few years after the retirement of the plant manager who had been assigned to American Engine from 1979 through 1991. After reviewing the data from this research, American Engine's current management leaders are working to improve their relationship with the workforce. Their objective is to improve workforce/management relations and reestablish the trust and organizational synergy lost over the last few years.