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C10: Org. Culture & Change (Organizational Culture (A system of shared…
C10: Org. Culture & Change
Organizational Culture
A system of shared meaning held by members that distinguishes the organization from other organizations.
Characteristics...
Attention to detail
degree to which employees are expected to exhibit precision & analysis
Innovation
degree to which employee are encouraged to be innovative
People orientation
degree to which management decisions take into consideration the effect of outcomes on people within the organizations.
Outcome orientation
degree to which management focuses on results/outcomes rather than technique and process.
Team orientation
degree to which work activities are organized around teams rather than individuals
Aggressiveness
degree to which people are aggressive and competitive rather than easygoing
Stability
degree to which organizational activities emphasize maintaining the status quo in contract to growth
Levels of Culture
Artifacts
aspects of an organization's culture that you see/hear/feel
Beliefs
understanding of how objects/ideas relate
Values
stable, long-lasting beliefs about what's important
Assumptions
taken-for-granted notions of how something should be in an organization
Begins by...
Founders own behaviour encourages employees to identify with founders beliefs/values/assumptions
Founders socialize these employees to their way of thinking/feeling
Founders hire & keep only employees who think/feel the way they do
Sustaining a culture
Selection
organizations need to teach the culture to new employees
Top management
senior executives establish and communicate the norms of an organization
Socialization
identify/hire individuals who fit in the culture
Liabilities
Barriers to change
Approaches to managing culture
Lewin's classic three-step model
1.unfreezing the status quo
Unfreezing
driving forces
1 more item...
restraining forces
1 more item...
combination
moving to a new state
refreezing the new change to make permanent
Kotter's eight-step plan
communicate the vision throughout the organization
empower others to act on the vision by removing barriers to change and encouraging risk-taking and creative problem solving
create a new vision to direct the change and strategies for achieving the vision
plan for, create and reward short-term "wins" that move the organization toward the new vision
form a coalition with enough power to lead the change
consolidate improvements, reassess changes and make necessary adjustments in the new program(s)
establish a sense of urgency by creating a compelling reason for why change is needed
reinforce changes by demonstrating the relationship between new behaviours and organizational success.
Action research
change process based on systematic collection of data and then selection of a change action based on what the analyzed data indicates.
Feedback
Action
Analysis
Evaluation
Diagnosis
Appreciative inquiry
seeks to identify the unique qualities and special strengths of an organizations
focuses on organizations success rather than its problems
Discovery
Dreaming
Design
Destiny
Resistance to change
Individual resistance
May resist to change due to...
different assessments
low tolerance for change
misunderstanding
self-interest
Lack of trust
Organizational resistance
group inertia
threat to expertise
limited focus of change
threat to established power relationships
structural inertia
threat to established resource allocations
Overcoming resistance to change
developing positive relationships
implementing changes fairly
building support and commitment
manipulation and co-optation
participation and involvement
selecting people who accept change
education and communication
explicit and implicit coercion
Barriers to diversity
Barriers to mergers/acquisitions
Strategies for merging cultures
Assimilation
entire new organization is determined to take on the culture of one of the merging organizations
Separation
organizations remain separate and culture are maintained
Integration
new hybrid culture is formed
Organizational Culture
shared perceptions organizational members have about their organization/work environment
Subcultures
Dominant cultures