Nonprofit Organizational Assessment

organizational culture as "corporate personality" They define it as it consisting of the
values, beliefs, and norms which influence the behavior of people as members of an
organization.
Origins
The term of culture in the organizational context was first introduced by Dr. Elliott
Jaques in his book The Changing Culture of a Factory, in 1951. This is the published
report of "a case study of developments in the social life of one industrial community
between April, 1948 and November 1950". The "case" is a publicly held British company
engaged principally in the manufacture, sale, and servicing of metal bearings. The study
is concerned with the description, analysis, and development of the corporate group
behaviours.
According to Dr. Elliott Jaques "the culture of the factory is its customary and traditional
way of thinking and doing of things, which is shared to a greater or lesser degree by all
its members, and which new members must learn, and at least partially accept, in order
to be accepted into service in the firm..." In simple terms, to the extent that people can
share common wishes, desires and aspirations, they can commit themselves to work
together. It is a matter of being able to care about the same things, and it applies to
nations as well as to associations and organizations within nations.
Elaborating on the work in The Changing Culture of a Factory Dr. Elliott Jaques in his
concept of requisite organization established the list of valued entitlements or
organizational values that can gain from people their full commitment. Together they
make an organizational culture or credo:
Fair and just treatment for everyone, including fair pay based upon equitable pay
differentials for level of work and merit recognition related to personal
effectiveness appraisal.
Leadership interaction between managers and subordinates, including shared
context, personal effectiveness appraisal, feedback and recognition, and
coaching.
Clear articulation of accountability and authority to engender trust and confidence
in all working relationships.
Articulation of long-term organizational vision through direct communication from
the top.
Opportunity for everyone individually or through representatives to participate in
policy development.
Work for everyone at a level consistent with their level of potential capability,
values and interests.
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