A presentation of organisation culture, organisation change and organisation development delivered by me and my team in our collage for the subject Organisation Behavior.
The presentation is prepared with a minion theme.
4. A descriptive term
Similarity with job satisfaction
Culture’s Types
Dominant culture
Subcultures
Strong culture
Weak culture
WHAT ORG. CULTRE IS?
5. Begins with founder’s mentality
Shapes with founder’s vision
Continued in three forms
Founder’s allow team’s to socialize and change culture
Founder’s hire team with similar culture
Founder’s own behavior and personality
HOW ORG. CULTRE BEGINS?
6. Innovation and risk taking
Attention to detail
Outcome Orientation
People Orientation
Team Orientation
Aggressiveness
Stability
CHARACTERSTICS OF ORG.CULTURE
7. Boundary defined role
Sense of identity
Commitment
Enhance stability
Control mechanism
ORG. CULTRE FUNCTION
8. Barriers to change
Barriers to diversify
Barriers to acquisitions and mergers
ORG. CULTURE AS A LIABILITY
9. Employee’s learn about Organisation
Culture through Stories, Rituals,
Launguage and Material Symbols
10. Selection
Top Management
Socialization
CREATING AND SUSTAINING ORG. CULTURE
Pre-arrival Encounter Metamorphosis
Productivity
Commitment
TurnoverSocialization process
11. Building employees strength
Rewarding more than punishing
Emphasizing vitality and growth
Limits of positive culture
CREATING POSITIVE CULTURE
12. Be a visible role model
Communicate ethical expectation
Provide ethical training
Visibly reward ethical act; punish unethical
Provide protective mechanisms
CREATING AN ETHICAL CULTURE
14. Nature of workforce
Technology
Economic Shocks
Competition
Social trends
World politics
FACTOR’S THAT LEAD ORG. CHANGE
15. Internal Change
Process, human resource, policies, procedure etc.
External Change
Political, technological, social, market etc.
TYPES OF ORG. CHANGE
16. Habit
Security
Economic factors
Fear of the unknown
INDIVIDUAL RESISTANCE TO ORG. CHANGE
17. Structural inertia
Limited focus of change
Group inertia
Threat to expertise
Threat to established power relationship
ORGANISATIONAL RESISTANCE TO CHANGE
18. Internal
Selected within organization
Being insider, is aware of
organization culture
More thoughtful and cautious as
will continue with organization
CHANGE AGENT’S
External
From outside organization
Although expertize, but less
knowledge on culture.
As short term rule, accountability
could be a concern
Specialize role in handling organization change
19. Education and Communication
Participation
Develop positive relationship
Selecting people who accept change
OVERCOMING CHANGE RESISTANCE
20. Executive Support
Training
Values and belief statements
Review organizational structure
Rewards and recognition
Review all system works
CREATING CULTRURE FOR CHANGE
24. A part of organization change
Humanistic-democratic value
Human and organization growth
Collaborative and participative process
ORG. DEVELOPMENT
25. Respect for people
Trust and support
Power equalization
Confrontation
Participation
VALUES OF ORG. DEVELOPMENT
26. Sensitivity training
Survey feedback
Process consultation
Team building
TECHNIQUES TO BRING ORG. CHANGE
27. Technological issue
Continuous improvement processes
Process Reengineering
Work stress and managing stress
Communication
Poor training/Failure in training
CONTEMPORARY ISSUES IN ORG. CHANGE
28. An organization that continuous capacity to adapt and change
Shared vision
Discard old way of thinking
System interrelationships
Open communication with each other
Departments interest before self-interest
LEARNING ORGANISATION
29. Single loop method
Errors are corrected using past routines and present policies
Double loop method
Errors are corrected by modifying objectives, policies
Deutero learning
A combination of single and double loop method
TYPES OF LEARNING ORGANISATION
30. Special kind of change
Sources
Structural variables
Long tenure
Slack variables
INNOVATION
31. Product innovation
Service innovation
Process innovation
Business model innovation
Organization innovation
Brand and communication innovation
TYPES OF INNOVATION
Organisation Development, Organisational Change and Culture Environment, Organisational culture and climate, Contemporary issues relating to business situations, Process of change and Organizational Development