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Organizational Reenginering (Organizational Culture image (Levels …
Organizational Reenginering
Organizational Development
It is the long term effort supported by senior management
to improve processes through effective and diagnosis on formal, temporary and inter teams.
A response to change , a complex educational strategy intended to change the beliefs , attitudes, values and structure of organizations better adapt to new technologies , new markets and new challenges, and the dizzying pace the changes
A planned effort that spans the entire organization
to increase the efficiency using knowledge of behavioral sicence.
Origins of OD
Organizational development movement emerged from 1962 with a complex set of ideas about man , the organization and the environment, in the sense of promoting growth and development according to their potential
OD Models
Custody
People do not depend of their boss , they depend from the organization because it offers them insurance benefits , and they will remain in the job even if they will have better opportunities
This model depends on financial resources and aimed at meeting the needs of worker safety itself producing a level of passive cooperation
This model depends on financial resources and aimed at meeting the needs of worker safety itself producing a level of passive cooperation
Support
This model relies on large-scale leadership, the manager aims to support workers and their orientation is for performance to improve or perfect job
This model assumes that the security and subsistence needs have been met largely to make way for higher order
Great participation by the employee and a performance characterized by impulses awakened
Autocratic
It depends on the power and know that management believes is the best and is convinced that it is the duty of employees following orders
.
This model depends on the power , this entails the manager to have an orientation of authority , he is who bouncing contract is resolved and thinking
Therefore this model of organizational behavior. The employee is characterized by obedience and its dependence on the head, as the employee needs the work and HIS NEEDS are for subsistence.
Colleague
This model is characterized by dependence on society, widely applied in companies where the culture and educational level is high.
The manager aims to team participation , the employee has a great sense of responsibility and self-discipline
The auto-update as the level of responsibility and quality is of great importance
Organizational Culture
The basic assumptions of a culture born in a socially constructed reality shared by the group members
They begin to be conceived as an UNQUESTIONABLE TRUTH
Culture defines the attitudes and behavior of people while decisively influence the way the organization interacts with the external environment
Importance to know the culture
To act more strategically and efficiently
To facilitate change processes
Know the culture should be part of the process of administration
Why people resist cultural change ?
There are aspects that are unconscious
Fear of the unknown. It will be really better?
The lack of established standards creates anxiety
Learning new skills requires effort
Force Field
SOME RESTRAINING FORCES :
Culture
Personal interests
Skills already learned
conformism
SOME DRIVING FORCES :
New technology
Globalization of the economy
Competition with other companies survival
The Stages of Change
Unfreeze
The change itself
refreeze
Reasons to have an Organizational culture
Rapid technological development
Changes in the balance of power worldwide
Internationalization of large companies
Levels
Level 2
Values
Level 3
Unconscious assumptions
Level 1
Visible artifacts
5 Dimensions of culture level
Relationship with the external environment
Bases of truth , time and space
Human Conception
Conception about activities
Relationships
Research Methods
FREITAS:
Socialization process
Development of a history
HR policies
Communication Processes
Work organization
SCHEIN:
Socialization process
critical Incident
Beliefs and values of the founders or representatives
Check with a member of culture
How culture is formed?
• Positive reinforcement
• Anxiety reduction
• Gradual and endless process
• World Vision from founder eyes
• Arrival of new members
Culture Elements
Values
Premises ( values- > unconscious)
Rituals and Ceremonies
Stories and Myths
Heroes
Rules
Communication
When a company needs to change it´s culture?
Changes in the external environment that threaten the survival of the company
Environmental changes that offer new opportunities
The current structure of the company slows adaptation
Culture transmition
• Induction
• Socialization Process
• Training
• Regulation
• Informal stories
• Performance evaluation
• Strategic remuneration
Methods to achieve Organizational Change
Participation / Involvement
Ask members of the organization helps in planning for change
Used When:
Those implementing the change does not have key information and involved have much staying power.
Advantages:
Increases the commitment to change and the key information will be integrated into the plan.
Disadvantages:
It may take a long time if the involved are planning something inappropriate
Education / Communication
Explain the need and logic changes to individuals, groups and organizations
Used When:
• There is lack of information, misinformation .
Advantages:
• Once persuaded , people help implement change
Disadvantages :
• It may take much if Number of involved is high
Facilitation / Support
Offer recycling programs, breaks and emotional support to those affected by the change .
Used When:
People resist by adjustment problems
.Advantages:
No other program works so well with adjustment problems.
Disadvantages:
It may take a long time and may be expensive and still fail.
Negotiation / Agreement
Negotiate with potentially resistant until obtaining a letter of agreement whit them
Used When:
Any person or group with considerable power of resistance will lose with the change
Advantages:
It may be a relatively easy way to avoid bigger resistances.
Disadvantages:
It can be very expensive, if warn others to negotiate to accept.
Coercion / Explicitly or implicitly
Threatening to job loss , transfer to another area, etc
Used When:
Speed is essential and the initiator has a lot of power.
Advantages:
It is fast and can overcome any type of resistance.
Disadvantages:
It can be risky if you leave those involved with rage to the initiator.
Handling / Cooption
Give to key people a desirable role in planning and / or implementation of the change
Used When:
Other tactics will not work or are very expensive
Advantages:
It can be a relatively quick and inexpensive solution to resistance problems.
Disadvantages:
It can lead to future problems if people feel manipulated.
