5.ORGANIZATIONAL SUB-CULTURE

 

 

Talking about something as layered, nuanced, and intangible as organizational subculture and counterculture is difficult to put into words. So, it comes as a surprise when most modern businesses try to define their entire workforce with a catchy slogan in an attempt to separate themselves from the average organization.

And though most companies like to talk about their cultures as being unique and constant, that is rarely the case. As organizational culture does not account for the differences between tasks, expertise, and professions that exist within a company.

What are subcultures and how do they form?

Subcultures form when a group of people within the organization have a common set of values or experiences that differ from the dominating culture, in a way that suits their group’s values and obligations.

Subcultures might form based on tenure, legacy groups (like acquired companies), geographic locations, or hierarchy. For example, your marketing department is a collection of individuals who have similar experiences, training, and values, and are likely to develop working practices that bring out the best in them. The way they operate (“here’s to the crazy ones”) may be in direct contrast to your company’s culture which promotes a measured, calculative approach.

Subcultures aren’t always negative

And while subcultures may seem counterintuitive to how your organization operates, they aren’t always negative. A good subculture co-exists with the dominant culture and creates a sense of purpose, belonging, and cohesion within employees, making it good for the organization as a whole.

So, when do subcultures become a problem?

When subcultures evolve into countercultures.

As a leader, you must realize that subcultures are dynamic, and if members of a subset feel undervalued, misunderstood, or under constant scrutiny, they will fight back. This resistance reduces alignment between the dominant culture and the subculture, causing larger problems in the long-term, such as lower productivity levels or employee turnover.

What triggers the change from coexisting to counterculture?

Answers vary, but reasons include a change in internal policies, communications, or leadership.

Here’s a scenario Jane Watson, founder of Talent Vanguard has seen time and time again throughout her career:

It starts with a leader who lacks the time, resources, or skills to inspire her team to do good work.

In an attempt to cope with the increasing workload and deliver on time, the manager may find himself micro-managing the team, and implementing policies and procedures that interfere with existing subculture, just so the job gets done.

In the short-term, the brute force approach works, but as employees begin to realize that the new solutions are counterintuitive to the way they work, they begin rejecting the leader.

The manager retaliates by marginalizing employees who don’t follow his rules in attempt to establish authority and legitimacy. In response, the formerly co-existing employee subculture evolves into counter-culture, where team members do as they please, and might act against the good of the company as a whole.


https://www.get5.io/podcast/17-jane-garza-organizational-sub-culture
Youtube Video

In Conclusion

Organizational subcultures cannot be broken up into clean-cut categories the way financials or marketing plans can. This is due to the fact that the different types and levels of subcultures vary greatly between teams, departments, and hierarchies. This means understanding and managing subcultures requires dedicating a lot of time and attention to the subtle dynamics of your organization, but it’s effort that pays off in the end as it minimizes stubborn challenges that may damage your company greatly in the long-run.

References:

Dunham, R.B., Grube, J.A., & Castenada, M.B. (1994). Organisational commitment: The utility of an integrative definition. Journal of Applied Psychology, 79, 370–380.

Hofstede, G. (1998). Identifying organisational subcultures: An empirical approach. Journal of Management Studies, 35(1), 1–12.

Hofstede, G. (1998). Identifying organisational subcultures: An empirical approach. Journal of Management Studies, 35(1), 1–12.

Hofstede, G. (1998). Identifying organisational subcultures: An empirical approach. Journal of Management Studies, 35(1), 1–12.

Hofstede, G. (1998). Identifying organisational subcultures: An empirical approach. Journal of Management Studies, 35(1), 1–12.

Lok P., & Crawford J. (1999). The influence of organizational culture, subculture, leadership style and job satisfaction on organisational commitment. Leadership and Organization Development Journal, 20(7), 365–373.

Mathieu, J., & Fahr, J.L. (1991). Further evidence for the discriminant validity of measures of organisational commitment, job involvement, and job satisfaction. Journal of Applied Psychology, 76(1), 127–133.













Comments

  1. Sandun DevindaDecember 18, 2023 at 7:37 AM

    Great insights on organizational subcultures! Clear explanation of how they form and the distinction from countercultures. The real world scenario adds practicality. Emphasis on the dynamic nature and potential triggers is valuable. Your conclusion underscores the need for attention to manage subcultures effectively.





    ReplyDelete
    Replies
    1. Lojanbabu NiroshanaDecember 19, 2023 at 6:52 AM

      Thank you for your positive feedback! I'm glad to hear that the insights on organizational subcultures, their formation, distinction from countercultures, and the real-world scenario resonated with you. The emphasis on the dynamic nature of subcultures and potential triggers is indeed essential for understanding their impact. The conclusion, highlighting the importance of attention in managing subcultures effectively, underscores the practical implications. If you have any more thoughts to share or questions, I'm here to continue the conversation!

      Delete
  2. Madusha Dilrukshi HettiarachchiDecember 20, 2023 at 2:47 AM

    Interesting article from a different perspective.
    I would like to make a few additions. By distinguishing between conceptualizations of organizational cultures that were logical and a single entity, or integrated, and those that were characterized as collections of subcultures, or differentiated, Martin (1992) created an elegant model of cultures and subcultures. A culture that is broken is unclear and adaptable to members' various perceptions. These discrepancies suggest that different subcultures can't exist with an integrated culture and vice versa, that subcultures cannot coexist with an overarching organizational culture, or that an organization may have both a single culture and no subcultures. (Boisnier, & Chatman, 2002)

    References
    Boisnier.A, & Chatman. A.J, 2002, The Role of Subcultures in Agile Organizations, Harvard Business School, Available at: https://www.hbs.edu/ris/Publication%20Files/02-091_314824eb-b275-4120-83d6-6f0077aea09e.pdf,(Access on 20th December 2023)

    ReplyDelete
    Replies
    1. Lojanbabu NiroshanaDecember 20, 2023 at 5:36 AM

      Thank you for providing additional insights and references. Martin's conceptualization of organizational cultures, as outlined in the model distinguishing between logical, integrated cultures, and collections of subcultures, adds a nuanced perspective to our understanding of organizational dynamics.

      Your mention of the idea that a broken or unclear culture can be adaptable to members' perceptions is particularly interesting. This flexibility in interpretation may indeed lead to the coexistence of different subcultures within an organization. The notion that subcultures and an integrated culture may be mutually exclusive or coexisting depending on the organizational context adds layers to our understanding of cultural dynamics.

      The reference to Boisnier and Chatman's work on the role of subcultures in agile organizations provides a valuable resource for those interested in exploring how subcultures contribute to organizational agility. The link between organizational culture, subcultures, and agility is crucial in the rapidly changing business landscape.

      In conclusion, your additions deepen the conversation on organizational cultures and subcultures, shedding light on their complexity and adaptability. It emphasizes the importance of recognizing and understanding these dynamics for effective management and navigating organizational change.

      Delete

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