Org culture classlides
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Org culture classlides






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

  • Understanding & Changing Organizational Culture
  • • Organization culture • What it is • How it works • How to change it….maybe
  • • 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?
  • Culture is the social glue that helps hold an organization together by providing appropriate standards for what employees should say or do.
  •  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.
  • The basic pattern of shared values and assumptions governing the way employees within an organization think about and act on problems and opportunities.
  •  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".
  • 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)
  •  Innovation and risk taking  Direction  Management support  Control  Reward system  Integration  Stability
  •  Controlling behavior  Defining boundaries  Conveying identity  Promoting commitment
  •  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
  • 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)
  • 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
  •  Effective Control  Promotions of innovation  Strategy Formation and implementation  Strong Commitment form Employees  Performance & Satisfaction
  •  Barrier to change  Barrier to diversity  Barrier to acquisitions and mergers