Types of Organisational cultures as used by different organisations.

1. Organizational Change
PAPER PRESENTED BY
NANDHAGOPAL MURALITHAR, RADHIKA GUPTA, IPSHITA VERMA, YASHMITA
GOEL , GITANSH AHUJA, AMIT SHARMA
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2. Introduction
 Org. Culture is defined as “a system of assumptions, values, norms, and attitudes, manifested
through symbols which the members of an organization have developed and adopted through
mutual experience and which help them determine the meaning of the world around them
and how to behave in it” (Janićijević, 2011)
 Organizational change strategy includes the approach, method, or manner in which changes
are implemented in an organization.
 This definition implies that changes are always planned and that, whenever we speak of
change implementation strategy, we actually speak of planned organizational changes.
 In this paper:
 Org. change is defined and categorized
 Org. culture is categorized
 Similarity of classifications used to establish hypothesis
 Hypothesis: Implementation of a change strategy is conditioned by a certain type of org. culture
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3. Change strategies
 Chin and Benne (1969) recognize three basic ways to implement change in a social system:
 Rational empirical strategy
 Power Coercive
 Normative re-educative
 Collated strategy based on McWhinney’s Emergent mode of change: Creative strategy
 Parameters tested:
 Assumptions: about people, about org.
 Drivers of change, change agent, tool, impact
 Participant reaction, resistance to change, perspective of human action
 Criteria of differentiation:
 Direction of change
 Means of change
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4. Rational Empirical Strategy
 Assumes that org. players are rational
 It is given that players will behave according to their objective interests
 That is, they will readily accept change as a rational next step
 Change conducted through application of theory, regardless of simplicity
 Change conducted through a logical process
 Problem identification
 Information gathering and analysis
 Generation of alternatives
 Selection
 Implementation
 Change is unilateral, top down, and carried out by top management
 Org. members are passive, and have low involvement
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5. Power Coercive Strategy
 Assumes people are political beings
 Right to change belongs with the person with maximum power
 Change is unilateral, top down, and carried out by top management
 Member involvement in change is voluntary, but passive and based on obedience
 Voluntary acceptance of change through coercion (by power)
 Freedom of choice exists, but only where power resides
 Short and fastest change strategy
 First order change
 Focus on change only, not comprehensive shift in belief or values in the firm
 Ineffective implementation and high resistance to change
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6. Normative Re-educative Strategy
 The assumption is that the organization is a social system
 Organizational behaviour depends on assumptions, values, beliefs and world view
 Need for change of belief system to successfully implement change
 Construction of different image of reality
 There is a multilateral direction taken by change action
 Can be top down or bottom up; everyone is a change agent
 There is low resistance to change, as the change is contingent on commitment
 Change is slow but can be long lasting
 Second order change
 First change belief system, then actions
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7. Creative Strategy
 Basic assumption is that people are creative and organization is all about improvisation
 Change is voluntaristic in nature
 Change is conducted by articulation of new ideas by a member
 Subject to acceptance of other members
 Second order change
 Active role and highest possible level of participation of org. members
 Lowest resistance to change
 Promotes reaction of creative solution making
 Bottom up approach and multilateral drivers of change
 Top management’s role is limited to creating an ambience to facilitate creativity
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8. Differentiation of change strategies
 Change direction:
 Directive change
 Participative change
 Change tools:
 Work/task structure
 Social/relational structure
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9. Handy’s and Trompenaar’s classifications
 Handy’s classification:
 Role culture
 Power culture
 Task culture
 People culture
 Trompenaar’s
classification
 Eiffel Tower culture
 Family culture
 Guided Missile
culture
 Incubator culture
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10. Combining both, we make hypotheses
 H1: Organizational cultures which assume authoritarian
or hierarchical distribution of power imply
implementation of directive change strategies
 H2: Organizational cultures which assume egalitarian
distribution of power imply implementation of
participative change strategies
 H3: Organizational cultures oriented towards work
structure and tasks imply the implementation of change
strategies in which work structure and tasks are the
tools for change
 H4: Organizational cultures oriented towards social
structure and tasks imply implementation of change
strategies in which social structure and relations are the
primary tools of change
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11. Conclusions
 Further scope of research into relations between org. culture and org. change strategies
 Need to expand research into impact of org. culture on character of change process
 Continuous or discontinuous
 Partial or comprehensive
 Evolutionary or revolutionary
 Developmental or adaptive
 Culture’s impact on efficiency of change process
 Feedback effect
 Impact of org. culture on leadership style, org. structure, org. learning, motivation and reward
system
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12. Limitations
 Explorative and theoretical resulting in unproven hypotheses
 Pending testing vis-à-vis validity
 Limited in investigation org. culture on just one aspect of change management – strategy
 Exclusive reliance on limited classifications of org. change and culture
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13. Thank you
Queries?
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