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CHAPTER 6 - Coggle Diagram
CHAPTER 6
Section 1: The Informal Organization
Formal Organization:
Hierarchy
Structure
Official communication
Job roles
Management/Leadership
Resource converting processes
Informal Organization:
Networks
Friends, Rivalries
Meeting places
Behavior, emotions
Commitment
Beliefs, convictions
The Iceberg Model:
Above water : Formal
Below water : Informal
Section 2: Organizational Culture
Shared meanings or understanding:
Beliefs, values, etc.
Culture as a Perspective on Organizational Change
1. Culture filters the perceptions of people
2. Culture influences the formation of strategic plans
3. Culture influences the implementation of plans and their feasibility
Figure 6.2
Aspects of Culture
Figure 6.3
3 Layers
Outside:
Artefacts
Objects, structures, behavioral trends
Most Observable
Middle:
Symbols, Shared Values and Beliefs
Evident through discussion, observation and reflection
Symbols
: meaning associated with artefact
Shared Values:
goals and standards to which employees aspire
Values In Use
:
Reflected in behaviour
Espoused Values
:
Released values in official documents/platform
Shared Beliefs:
regarded as true by many staff
Inner:
Assumptions
Specific and unrecognisable, relate to relationships, organization and people
Dynamics of Culture
Schein's Model
3 Layers
:
Artefacts
Values and Beliefs
Assumptions
Each layer influences the other
Iceberg Model
Cultural Dynamics Model : Hatch
Artefacts
Symbols
Assumptions
Values
Figure 6.4
Section 3: The Challenges of Change from a Culture Perspective
Culture, Subcultures and Change
Strategy
Core Values
: Essential
Strategy
Peripheral Values
: Helpful, but not essential
At times, core values conflict with values held within a part of the organization
Subculture
: set of employees share same assumptions, beleifs, values, symbols; different to the others in the organization
Differentiation
Consistent views within the subcultures
Integration
Subcultures are ignored, differences are eliminated
Fragmentation
Realises certain events and situations can be interpreted differently generating different perspectives
Culture and Agility
Strong organizational culture
:
Deeply held consensus on values and other aspects of culture
Enculturated
:
Adopt the behaviors, values, symbolic meanings
Agile Culture
= Learning culture
Section 4: How Culture Changes
Planned Cultural Change
Apparent
Culture Change:
Accommodates culture change without actually changing
Revolutionary
Culture Change:
Adopt new values
Incremental
Culture Change:
Combine existing culture with new values and assumptions
Achieved through the manipulation of the cultural dynamics model (Hatch)
Emergent Cultural Change
Integration
:
New artifacts, values, symbols, assumptions
Growth, decline and crisis development of organization
Differentiation
Extension mergers
:
Two merging organizations still operate independently
Collaborative Merger
:
Collaboration to build a new culture (social activities)
Redesign Merger
:
Complete takeover, replacing culture with its own
Fragmentation
Unpredictable understandings of specific issues, not centered around subcultures