Org culture classlides


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  • Material pertinent to this illustration is found on pages 601-602..
  • Material pertinent to this illustration is found on pages 595-596.
  • Org culture classlides

    1. 1. Understanding & Changing Organizational Culture
    2. 2. • Organization culture • What it is • How it works • How to change it….maybe
    3. 3. • What is culture? • What are the organizational indications of culture? • How might you “diagnose” the health of a culture? • How is organizational culture formed? • How can culture be changed?
    4. 4. Culture is the social glue that helps hold an organization together by providing appropriate standards for what employees should say or do.
    5. 5.  A system of meaning shared by the organization’s members  Cultural values are collective beliefs, assumptions, and feelings about what things are good, normal, rational, valuable, etc.
    6. 6. The basic pattern of shared values and assumptions governing the way employees within an organization think about and act on problems and opportunities.
    7. 7.  According to Deal and Kennedy, a strong culture is. "a system of informal rules that spells out how people have to behave most of the time".
    8. 8. Visible • Unconscious, taken-for-granted perceptions or beliefs • Mental models of ideals Shared assumptionsShared assumptions • Conscious beliefs • Evaluate what is good or bad, right or wrong Shared valuesShared values ArtifactsArtifactsArtifactsArtifacts • Stories/legends • Rituals/ceremonies • Organizational language • Physical structures/décor • Stories/legends • Rituals/ceremonies • Organizational language • Physical structures/décor Invisible (below the surface)
    9. 9.  Innovation and risk taking  Direction  Management support  Control  Reward system  Integration  Stability
    10. 10.  Controlling behavior  Defining boundaries  Conveying identity  Promoting commitment
    11. 11.  Culture creation occurs in three ways: First, founders hire and keep only employees who think and feel the way the way they do. Second, they indoctrinate and socialize these employees to their way of thinking and feeling. Selection  Top management  Socialization
    12. 12. Now the hard stuff… (culture change) • Requires a “damn good reason!” to change • Gap analysis is an important (if not essential) motivator • Culture almost always wins over strategy • Remove barriers, don’t push the river • There are usually “revenge effects” (unexpected consequences) • It takes time (4-7 years)
    13. 13. Societal Culture “Who we are,” customs Organizational Culture “The way we do things here” Team Norms What’s (un)acceptable; “This is what we do” Individual Personality Values, beliefs, temperament, habits; “Who I am” Levels of Change
    14. 14.  Effective Control  Promotions of innovation  Strategy Formation and implementation  Strong Commitment form Employees  Performance & Satisfaction
    15. 15.  Barrier to change  Barrier to diversity  Barrier to acquisitions and mergers
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