Write an 7-9 page paper (longer is fine) describing some aspects of the BC student culture and the informal organization at BC, much like Michael Lewis did for Salomon Brothers. Be sure to comment on the relationship between the informal structure and culture and the formal goals of the university.
In the past, the biggest challenge in writing this paper has been to make it an integrated whole rather than a bunch of unrelated segments. Depth is better than breadth: it is better to focus on one area and discuss it well than to do several unrelated areas.
It is also best to provide specific details and anecdotes to support your claims.
Some ideas:
Social networks. Are students like atoms -- completely independent and self-sufficient? Or are they connected via social bonds? How do these social ties affect how the organization works?
Norms. These are rules or standards for behavior that say what is cool and what is not.
Espoused versus Enacted Theories. An espoused theory is an idea that you claim guides your or the organization's behavior. An enacted theory is an idea that, based on actual behavior, seems to guide your or the organization's actions. For example, the espoused theory might be that quiet conservative hard work gets you success in the organization. But the enacted theory might be that loud flashy risk-taking is what really drives success.
Cognitive Schemas. A cognitive schema is a mental framework or script that guides people's interpretation of events and determines how they will react to them. Our schemas about restaurants, for example, include the idea that you go in, you wait at the entrance, a hostess takes you to your seat and gives you menus, a waitress comes by soon to take your drink order, then when that comes you order your meal, etc. etc.
Physical Cues. How a organization's offices are physically arranged gives information about the corporate. For example, if important individuals have enormous and expensive offices, this suggests a hierarchical organization. If the top management have cubicles, this suggests a frugal, hard working organization where self-indulgent individuals will not get far.
Design Cues. How a organization divides up the labor, the extent to which it centralizes decision-making, the manner in which it decides bonuses, etc. all are indicative of a organization's culture.
Political Cues. What individuals fight over, and what issues and methods they use to do the fighting is often highly revealing.
Self-Image. What image would the organization like to project? How does it really see itself? Would the organization be repelled or pleased by an image of a rapacious bird of prey? Would it rather be like rock -- stable and durable -- or a falcon -- fast and dangerous? (These notions apply more to a corporation than a school. But think about the image you want to hold of BC. For example, it seems really important to BC students to believe that 'everyone here is really smart, or they wouldn't get in'.)
Replication. How does the organization ensure the continuity of the corporate culture? How does it select and/or mold new members? What ceremonies, rituals etc. are used to reinforce the culture? In the case of BC, how are freshman socialized into the whole BC way of thinking and doing?
Subcultures. Are there subcultures that coexist within the same organization? How do they differ from each other and how does their existence affect the organization's operations and performance?
Congruence/evaluation. How does the organization's culture fit with other elements of the organization, such as its structure, its technology, its size and its market? Which elements of the culture contribute to the organization's succcess and which elements hold it back?
| Copyright ©1996 Stephen P. Borgatti | Revised: March 11, 1999 | Go to Home page |