Organizational Culture

Chapter five identifies several components of organizational culture including artifacts, stories, rituals, and ceremonies. Think about an organization that you have been a member of or are familiar with, and discuss how organizational culture contributes to people’s sense of membership within that organization. Close by discussing whether the organization actively attempts to shape the organizational culture, as in the examples discussed in class, and what this might accomplish.

I spent the summer after high school graduation working at Dunham’s Department Store located in Wellsboro, Pennsylvania. A majority of the time, I was the sidewalk sales clerk. I organized, cleaned, and ran the register at the sidewalk sale. Usually, I was the only employee working outside and so I had to represent the company well. Hundreds of tourists come to Wellsboro everyday, and one of the places to see is Dunham’s Department Store.

Dunham’s was opened in 1905 by the Dunham family and is still open today. Wellsboro is known for its canyon, beautiful trees, gaslights, and antiques. When people come to visit Wellsboro, they often stop at Dunham’s. It is so popular because it is a family owned and run store. Chain stores are sparse in Wellsboro and Dunham’s has its own unique feel and style. It is important that all the employees follow this organizational culture to that it continues its success.

Dunham’s follows a metaphor because it sees its company as a family. The Dunham’s website has one page called “Our Family Serving Yours.” Though the company was started by their family and is still owned and run by the Dunham family, management sees the employees as members of the family as well. Management tries to increase productivity and customer service by relying on this metaphor. Some employees are not always influenced by the metaphor because they have been a part of the “family” for so long. It is only when they are reminded of the “family” unit that they are a part of that their dedication is renewed.

Employees are reminded of the Dunham family metaphor when they participate in rituals. The annual organization-wide party is a ritual that honors its top employees. Awards are given out when employees have been working for the “family” unit for a certain amount of years. For example, a ten-year award or a twenty-year award might be given out. These rituals renew the employees desire to continue working for Dunham’s.

Other daily rituals take place and I was a part of many of them. Early in the morning, the entire staff would meet in the store to help carry out the entire sidewalk sale. Everyone would participate in the carrying of tables and merchandise. During this time, employees talked and relaxed together. It is a time of socialization as well as working together as a team. Birthday celebrations also occurred in the main office. One of the secretaries would bake a cake or cookies and everyone could feel free to help themselves to some of the food throughout the day. All of these rituals helped employees to get to know each other better and work harder for the company.

If there was ever a time that an employee was not feeling motivated or had a negative attitude, they would see Mr. Dunham walking around their attitude would change. Mr. Dunham is the owner of the store and is seen as a hero of the company. He is in his seventies and still comes to work everyday. He is not forced to be a hero in the company. For example, employees do not have to watch a movie about how he founded the store and why you should respect him. Rather, he walks around and talks with all the employees and is very kind to everyone. Employees want to work harder to make Mr. Dunham happy. His family opened the store and he is very determined and driven to keep it running for a long time into the future. Employees see Mr. Dunham as the hero that they do not want to disappoint.

Artifacts are present in Dunham’s and on the employees themselves. The company dress code is business casual, but you must always be appropriate and put together. Sandals and open toed shoes are not allowed. Similarly, appropriate tops and skirt lengths are required for women. Men must wear a shirt and a tie at all times. This dress code enables customers to trust the fashion advice of the well-dressed employee. Artifacts are also present in the layout of the store. The floor plan has been the same for many decades and this shows the long history of the company.

Along with artifacts, performances are a big part of Dunham’s. Employees must be very positive and helpful to the employees at all times. They must have the passion for the work they are doing and try to help them as much as possible. When a new employee is hired, they are slightly out of the social network. This is because the “family” has been around for so long and a new member is hard for some of the employees to get used to. However, performances around the business and through the reassigned rituals, enables the new employees to fit in relatively quickly. The lunchroom is a big part in this integration into the company. Everyone eats together in the lunchroom and it is a time for the new member to learn about other employees and slowly enter into their social network.

Finally, the values of Dunham’s Department Store are very similar to other company values. Employees must be honest in their dealing with money and with management. They must be helpful and positive to the customers and to other employees. An overall positive attitude is required in order for the company to do well and earn money. The management expects all of these values and they are not necessarily outlined for new employees. They may be discussed before a person begins work and if they are not followed, a meeting with management will be required. Overall, Dunham’s bases its values on whatever it takes to make the customer happy and keep the business running.

Dunham’s Department Store does try and shape organizational culture by having certain rituals, metaphors, artifacts, performances, heroes, and values. Without all of these factors influencing the employees, the culture would be extremely different. Management requires things like the types of artifacts that must be worn by employees and working together to form these rituals. Mostly, the owners and managers of the store enforce the family metaphor because they want their store to be seen as a family atmosphere. Employees have created the other parts of the organizational culture over time. They have done so to help socialization between them and encourage teamwork. Overall, Dunham’s management does not heavily enforce rules, values, or regulations. Mostly, they are expected of their employees and negative effects happen when they are not followed. The organizational culture of Dunham’s Department Store is present and strong and will continue into the future.

Please see Dunham's Department Store Links for extra information.