Culture & change

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  • 1. Personality of the organization.
    Comprised of the assumptions, values, norms and tangible signs of organization members and their behaviors.
    Difficult to express distinctly, but everyone knows it when they sense it
    Particularly important when attempting to manage organization-wide change
    Organizational Culture
  • 2. Importance:
    Organizational change failure is credited to lack of understanding about the strong role of culture and the role it plays in organizations.
    That's one of the reasons that many strategic planners now place as much emphasis on identifying strategic values as they do mission and vision.
  • 3. Levels of Corporate Culture
    Visible Culture
    Expressed values
    Core Values
  • 4. Functions performed by organizational culture:
    Employee Self-Management
    Sense of shared identity
    Generation of commitment
    Stability
    Sense of continuity
    Satisfies need for predictability, security, and comfort
  • 5. Functions performed by organizational culture: (continued)
    Socialization
    Internalizing or taking organizational values as one’s own
    Implementation Support of the Organization’s Strategy
    If strategy and culture reinforce each other, employees find it natural to be committed to the strategy
  • 6. Stages of the Socialization Process
    Pre-arrival
    Encounter
    Metamorphosis
  • 7. Creating and Sustaining Organizational Culture
    Company Rituals and Ceremonies
    Cultural Symbols
    Company Heroes
    Stories
    Language
    Organizational Policies and Decision Making
    Leadership
  • 8. Aspects of organizational culture
    Cultural Uniformity versus Heterogeneity
    Strong versus Weak Cultures
    Culture versus Formalization
    National versus Organizational Culture
    Organizational Fit
    Baseball team culture
    Club culture
    Academy culture
    Fortress culture
  • 9. Types of Culture : -
    There are different types of culture just like
    there are different types of personality
    Academy Culture (highly skilled and tend to stay in the organization) Eg :universities, hospitals, large corporations, etc
    Baseball Team Culture (Employees are "free agents" who have highly prized skills,high demands)Eg : Investment banking, advertising, etc.
  • 10. Club Culture (Requirement for employees in this culture is to fit into the group)Eg : Military, some law firms, etc
    Fortress Culture (Employees don't know if they'll be laid off or not. These organizations often undergo massive reorganization) Eg : savings and loans, large car companies, etc.
  • 11. Organizational Change
    Organization culture can facilitate or inhibit change in an organization.
    A firm attempts to change organizational culture because the current culture hinders the attainment of corporate goals.
    Environmental and internal forces can stimulate the need for organization change.
  • 12. Forces for Change: Environmental Forces
    Put pressure on how a firm conducts its business and its relationships with customers, suppliers, and employees.
    Environmental forces include:
    Technology
    Market forces
    Political and regulatory forces
    Social trends
  • 13. Forces for Change: Internal Forces
    Come from decisions made within the company.
    May originate with top executives and managers and travel in a top-down direction.
    May originate with front-line employees or labor unions and travel in a bottom-up direction.
  • 14. Resistance to Change
    Self-Interest
    Lack of Trust and Understanding
    Cultures that Value Tradition
    Different Perspectives and Goals
    Uncertainty
  • 15. 6/28/2011
    Murlidhar Puthran
    15
    Overcoming Resistance to Change
    Education and communication
    Participation and involvement
    Facilitation and support
    Negotiation and agreement
  • 16. Models of Organizational Change
    Lewin’s three-step model
  • 17. Lewin’s Three-Step Model of Organizational Change
    Unfreezing
    Moving
    Refreezing
  • 18. 18
    Implementing Change
    Unfreezing: getting ready for change
    Moving: making the change
    Refreezing: stabilizing the change
  • 19. Implementing Organizational Change
    Top-down Change
    Change Agents
    Bottom-up Change
  • 20. Change agents should take the following steps to obtain a successful change outcome:
    Establish a sense of urgency.
    Form a powerful coalition of supporters of change.
    Create a vision of change.
    Communicate the vision of change.
    Empower others to act on the vision.
    Plan and create short-term wins.
    Consolidate improvements and produce still more change.
    Institutionalize new approaches.
  • 21. Tactics for Introducing Change
    Communication and Education
    Employee Involvement
    Negotiation
    Coercion
    Top-Management Support
  • 22. Applications of Management Perspectives:For the Manager
    Certain types of changes routinely provoke strong employee resistance:
    Changes that affect skill requirements.
    Changes that represent economic or status loss.
    Changes that involve disruption of social relationships.
    By being aware of the sources of resistance, managers can better apply tactics to make the changes more palatable for employees.
  • 23. Applications of Management Perspectives:For Managing Teams
    Teams can help test the waters for a proposed change.
    Various employee teams can serve as focus groups in order to find ways to make a change in policy more acceptable to employees.
  • 24. Applications of Management Perspectives:For Individuals
    Learning the specifics about the company culture can help you determine your fit with the organization and the possibility of succeeding.
    Ask questions and gather information during the recruiting process to get a handle on the company culture and assess whether you will function comfortably in it.