Lecture

Organizational Norms and Identity

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In course

CS-491: Introduction to IT consulting

This course is an introduction to the alignment of enterprise needs with the possibilities offered by Information Technology (IT). Using a simulated business case, we explore how to define the requirements for an IT service that matches stakeholders explic ...

Description

This lecture explores the importance of organizational norms in maintaining identity and alignment between business and IT. It discusses how norms create stability and homeostasis, emphasizing the role of organizational culture in countering and adapting to change. Through a case study, it illustrates how different organizations maintain their identity through specific norms, highlighting the impact on business operations and relationships. The lecture also delves into the concept of homeostasis for organizations, drawing parallels between biological systems and organizational structures, and how they strive to maintain constancy amidst changing environments.

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Instructor

Gil Regev

Gil Regev joined EPFL in 1997 as Senior Researcher after 9 years at Logitech Switzerland and USA. Gil obtained his Ph.D. in Communication Systems in 2003. Since 2008 Gil works both at EPFL and Itecor

Official source

Related concepts (32)

Organizational culture

Historically there have been differences among investigators regarding the definition of organizational culture. Edgar Schein, a leading researcher in this field, defined "organizational culture" as comprising a number of features, including a shared "pattern of basic assumptions" which group members have acquired over time as they learn to successfully cope with internal and external organizationally relevant problems. Elliott Jaques first introduced the concept of culture in the organizational context in his 1951 book The Changing Culture of a Factory.

Organizational behavior

Organizational behavior or organisational behaviour (see spelling differences) is the: "study of human behavior in organizational settings, the interface between human behavior and the organization, and the organization itself". Organizational behavioral research can be categorized in at least three ways: individuals in organizations (micro-level) work groups (meso-level) how organizations behave (macro-level) Chester Barnard recognized that individuals behave differently when acting in their organizational role than when acting separately from the organization.

Organization development

Organization development (OD) is the study and implementation of practices, systems, and techniques that affect organizational change. The goal of which is to modify a group's/organization's performance and/or culture. The organizational changes are typically initiated by the group's stakeholders. OD emerged from human relations studies in the 1930s, during which psychologists realized that organizational structures and processes influence worker behavior and motivation.

Organizational structure

An organizational structure defines how activities such as task allocation, coordination, and supervision are directed toward the achievement of organizational aims. Organizational structure affects organizational action and provides the foundation on which standard operating procedures and routines rest. It determines which individuals get to participate in which decision-making processes, and thus to what extent their views shape the organization's actions.

Industrial and organizational psychology

Industrial and organizational psychology (I-O psychology) is the science of human behavior in the workplace and work-life interface. It is an applied discipline within psychology. Depending on the country or region of the world, I-O psychology is also known as occupational psychology in the United Kingdom, organisational psychology in Australia and New Zealand, and work and organizational (WO) psychology throughout Europe and Brazil. Industrial, work, and organizational (IWO) psychology is the broader, more global term for the science and profession.

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