Organizational Development: Organizational Change and Culture Environment Organization Culture and climate Change model

1. ORGANIZATION DEVELOPMENT
Dr. Kiran Kakade
Assistant Professor (HR) , TIMSR Mumbai

3. SIX OD TECHNIQUES

4. SIX OD TECHNIQUES

5. Organizational Development
1. Organizational Conflict and Stress
Management
2. Organizational Change Management
3. Organizational Culture Management

6. Organization Conflict and Stress
Management

10. The Effect of Conflict on Organization
Performance

11. TYPES OF CONFLICT

12. SOURCE OF CONFLICT

13. CONFLICT MANAGEMENT STRATEGIES

14. CONFLICT MANAGEMENT STRATEGIES

15. CONFLICT MANAGEMENT STRATEGIES

16. Negotiation Strategies for Integrative
Bargaining

17. Negotiation Strategies for Integrative
Bargaining

25. Organizational
Change Management

38. Organization Culture
Management

39. What Is Organizational Culture?
• Organizational culture: the set of shared values
and norms that controls organizational members’
interactions with each other and with people
outside the organization
• Values: general criteria, standards, or guiding
principles that people use to determine which
types of behaviors, events, situations, and
outcomes are desirable or undesirable

40. WHAT IS ORGANIZATIONAL CULTURE?
A system of shared
assumptions,
values, and beliefs
that show people
what is
appropriate and
inappropriate
behavior
It is related to
the second of the
three facets
comprising the
P-O-L-C
function of
Organizing
The culture of
the
organization is
closely linked to
organizational
design

41. UNDERSTANDING ORGANIZATIONAL CULTURE
The P-O-L-C Framework

42. Do Organizations Have Uniform
Cultures?
• Dominant Culture
Expresses the core values that are shared by a
majority of the organization’s members.
Subcultures
Mini-cultures within an organization,
typically defined by department
designations and geographical separation.

43. Values in an Organization’s Culture

44. TATA Core Values
• Pioneering: We will be bold and agile, courageously taking
on challenges, using deep customer insight to develop
innovative solutions.
• Integrity: We will be fair, honest, transparent and ethical in
our conduct; everything we do must stand the test of public
scrutiny.
• Excellence: We will be passionate about achieving the
highest standards of quality, always promoting meritocracy.
• Unity: We will invest in our people and partners, enable
continuous learning, and build caring and collaborative
relationships based on trust and mutual respect.
• Responsibility: We will integrate environmental and social
principles in our businesses, ensuring that what comes from
the people goes back to the people many times over.

45. Live Our Values
Coco Cola
• Our values serve as a compass for our actions and
describe how we behave in the world.
• Leadership: The courage to shape a better future
• Collaboration: Leverage collective genius
• Integrity: Be real
• Accountability: If it is to be, it's up to me
• Passion: Committed in heart and mind
• Diversity: As inclusive as our brands
• Quality: What we do, we do well

54. How Employees Learn Culture
• Stories
• Rituals
• Material Symbols
• Language

56. Stories, Ceremonies, and Organizational
Language
• Organizations use several types of ceremonial rites to
communicate cultural norms and values.
1. Rites of passage - mark an individual’s entry to,
promotion in, and departure from the organization
2. Rites of integration – shared announcements of
organizational success, office parties and cookouts
3. Rites of enhancement – award dinners, newspaper
releases, and employee promotions

57. Organizational Characteristics
1. Individual initiative
2. Risk Tolerance
3. Direction
4. Integration
5. Management Support
6. Control
7. Identity
8. Reward System
9. Conflict tolerance
10.Communication Pattern

59. KINE 3240
Organizational Culture
Strategy
People
Work Process
Vision Values
Leadership

60. WHY DOES ORGANIZATIONAL CULTURE MATTER?
An organization’s
culture may be one of
its strongest assets or
its biggest liability
Organizational
culture is an
effective control
mechanism dictating
employee behavior
Culture, or shared
values within the
organization, may
be related to
increased
performance
Organizations which
have a rare and
hard to imitate
culture may enjoy a
competitive
advantage

61. THREE LEVELS OF ORGANIZATIONAL CULTURE

62. Basic
assumptions lie
below awareness.
Assumptions are
taken for granted,
and reflect beliefs
about human
nature and reality
At the second
level, values exist.
Values are shared
principles,
standards, and
goals
Artifacts are on
the surface, or
visible, tangible
aspects of
organizational
culture

63. Which values characterize an organization’s culture?
Dimensions of
Culture
Organizational
Culture Profile
(OCP)

64. Innovative Cultures
W. L. Gore
Genentech
Google
Flexible
Adaptable
Experiment
with new
ideas

65. Outcome-
oriented cultures
• A culture that
emphasizes
achievement,
results, and
action as
important
values
Stable Cultures
• Companies that
are stable are
predictable,
rule-oriented,
and
bureaucratic
People-oriented
cultures
• These
organizations
value fairness,
supportiveness,
and respecting
individual
rights
Dimensions of Culture

67. Southwest is a team-oriented culture
Team-oriented
cultures are
collaborative
and emphasize
cooperation
among
employees

69. Detail-oriented culture
A culture that is
characterized in
the OCP
framework as
emphasizing
precision and
paying attention
to details

70. STRENGTH OF CULTURE
Walt Disney created a strong culture which survives today

71. Challenges of a Strong Culture
Difficult to change
Can be a liability during a
merger as each separate culture
must merge together

72. Creating and Maintaining
Organizational Culture

73. Visual elements of culture

74. Surat diamond tycoon gives 1,260 cars, 400 flats to employees
as Diwali gifts
•He said the rewards were in recognition of the outstanding performance and
dedication shown by employees in the last five years.
•The company will be spending an estimated Rs 500 million (Rs 50 crore) under the
loyalty programme to reward an unknown number of staff from a total workforce of
5,500.

75. Successfully Onboarding in Your New Job
Gather
information
Manage your
first impression
Invest in
relationship
development
Seek feedback
Show success
early on

84. Thank you