Change management and organization culture


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Change management and organization culture

  1. 1. Organization Culture and Change Management<br /><br />
  2. 2. OrganizationCulture<br />A system of shared values, assumptions, beliefs, and norms that unite the members of an organization.<br />Reflects employees’ views about “the way things are done around here.”<br />The culture specific to each firm affects how employees feel and act and the type of employee hired and retained by the company.<br />
  3. 3. In order to survive, organizations and their cultures must continuously evolve and change.<br />
  4. 4. Conditionsprompting change <br />Economic crises<br />Changes in laws or regulations<br />Social developments<br />Global competition<br />Demographic trends<br />Explosive technological changes<br />
  5. 5. “Cultures change when an organization discovers, invents or develops solutions to problems it faces.”<br />
  6. 6. Managing Organizational Change<br />Organization culture can facilitate or inhibit change in an organization.<br />A firm attempts to change organizational culture because the current culture hinders the attainment of corporate goals.<br />Environmental and internal forces can stimulate the need for organization change.<br />
  7. 7. Environmental Forces<br />Put pressure on how a firm conducts its business and its relationships with customers, suppliers, and employees.<br />Environmental forces include:<br />Technology<br />Market forces<br />Political and regulatory forces<br />Social trends<br />
  8. 8. InternalForces<br />Come from decisions made within the company.<br />May originate with top executives and managers and travel in a top-down direction.<br />May originate with front-line employees or labor unions and travel in a bottom-up direction.<br />
  9. 9. Organization Culture Issues<br />
  10. 10. Three important issues in an Organization’s Culture<br />Ethics<br />Diversity of employees<br />Leadership behavior<br />
  11. 11. How does all this fit together ?<br />Managers and leaders must use good leadership practices to be sure to introduce, develop, reward, and “cement” ethical practices and positive ways of working with diversity into the organization culture<br />
  12. 12. ChangingOrganizational Culture<br />Top leaders can set the tone for a culture and for culture change.<br />
  13. 13. Involve the keepers and holders of the culture.<br />Build on what all organizational members share.<br />Teach new members how to behave.<br />Leaderswho strive for high-quality products and services understand<br />
  14. 14. Implementing Organizational Change<br />Top-down Change<br />ChangeAgents<br />Bottom-upChange<br />
  15. 15. Targets for Change<br />Individuals<br />Groups<br />The Organization<br />The Environment<br />
  16. 16. Individual Targets<br />Changes in this area are triggered by new staffing strategies or by an effort to enhance workforce diversity.<br />The number and skills of the human resource component.<br />Improving levels of employee motivation and performance.<br />
  17. 17. Group Targets<br />Involves changes in the nature of the relationship between managers and subordinates or the relationships within work groups.<br />
  18. 18. Organizational Targets<br />Changes in any of the following areas:<br />Basic goals and strategies of the organization<br />Products, quality, or services offered<br />Organizational structure<br />The composition of work units<br />Organizational processes such as reward, communication, or information processing system<br />The culture<br />
  19. 19. Environmental Targets<br />Involves changing sectors of an organization’s environment<br />For example, changes in products or services offered may require new technology or a new distribution system.<br />
  20. 20. Change agents should take the following steps to obtain a successful change outcome<br />Establish a sense of urgency.<br />Form a powerful coalition of supporters of change.<br />Create a vision of change.<br />Communicate the vision of change.<br />Empower others to act on the vision.<br />Plan and create short-term wins.<br />Consolidate improvements and produce still more change.<br />Institutionalize new approaches.<br />
  21. 21. Change Agent’s Profile<br />
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  24. 24. ACTION !<br />
  25. 25. BREAKTHROUGH<br />