Organizational culture was traditionally seen as something that could be controlled by executives, but is now viewed as a deeper set of shared assumptions that are not easily changed. Culture exists below the surface like an iceberg and is influenced more by everyday experiences than direct management. When seeking to change culture, it is important to determine if compliance with new approaches is genuine or resigned, and if changes are only superficial or reflect deeper shifts in underlying values and behaviors. Effective cultural change involves understanding what can influence culture and why change is needed rather than just how to change.

1. Culture & Change
Dr Lilis Surienty
School of Management

2. Form
Substance
Culture as an Iceberg

3. Organisational Culture
Traditionally
Protagonist -
Culture can be
controlled &
governed by
executives (Peters &
Waterman, 1982)
organisational
property - under
management control
(Smircich, 1983)

5. Cases
We adopt the different way of doing
things as we live long enough in an
environment.
We choose effective approach that
we came across everyday.

6. Resigned compliance vs.
Authentic Willingness
Material manifestation vs
Behaviourial Modification i.e
value change

7. Summary:
1. Is Culture constant?
2. What can change Culture?
3. Why do we need to Change?
4. How do we Change?