Organization culture and issues

involved in change management


 
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3 ÷ersonality of the organization.

3 Comprised of the assumptions, values, norms and
tangible signs of organization members and their
behaviors.
3 Difficult to express distinctly, but everyone knows it
when they sense it
3 ÷articularly important when attempting to manage
organization-wide change


 
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Organizational change failure is credited to lack of

understanding about the strong role of culture and the
role it plays in organizations.

That's one of the reasons that many strategic planners

now place as much emphasis on identifying strategic
values as they do mission and vision.


 
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There are different types of culture just like

there are different types of personality

3 Academy Culture (highly skilled and tend to stay in the

organization) Eg :universities, hospitals, large corporations, etc
3 Baseball Team Culture (Employees are "free agents" who
have highly prized skills,high demands)Eg : Investment
banking, advertising, etc.


 
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Types of culture
3 Club Culture (Requirement for employees in this
culture is to fit into the group)Eg : Military, some law
firms, etc
3 Fortress Culture (Employees don't know if they'll be
laid off or not. These organizations often undergo
massive reorganization) Eg : savings and loans, large car
companies, etc.


 
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mewin·s Three-Step Change Model


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Implementing Change
3 ënfreezing: getting ready for change
3 Moving: making the change
3 Refreezing: stabilizing the change


 
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ënfreezing
3 Arouse dissatisfaction with the current state
3 Activate and strengthen top management support
3 ëse participation in decision making
3 Build in rewards


 
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Moving
3 Establish goals
3 Institute smaller, acceptable changes that reinforce
and support change
3 Develop management structures for change
3 Maintain open, two-way communication


 
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Refreezing
3 Build success experiences
3 Reward desired behaviour
3 Develop structures to institutionalize the change
3 Make change work


 
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Overcoming Resistance to Change
3 Education and communication
3 ÷articipation and involvement
3 Facilitation and support
3 Negotiation and agreement


 
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Case Study:-

G G G
 merger with 



 (December 2000)

What does it reveal ?

It reveals the importance of change management for the




 and how effective management of change
could bring out best results from the employees in the



.


 
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3 ICICI was established by the 3 
  







Government of India in 1955 








3 3 times the size of BoM 







3 Staff strength was only 1,400 3 One third the size of ICICI

3 departments into individual 3 Staff strength was 2,500

profit centers 3 management concentrated on
the overall profitability of the
Bank


 
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Immediate Impact






  
    



 

 

3 there was uneasiness among the staff of BoM as they felt
that ICICI would push up the productivity per employee,
to match the levels of ICICI
3 BoM employees feared that their positions would come
in for a closer scrutiny.
3 They were not sure whether the rural branches would
continue or not as ICICI's business was largely urban-
oriented.


 
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Employee ¦


 pattern study

÷
 ÷ 


Day 1 Denial, fear, no improvement

After a month Sadness, slight improvement

After a Year Acceptance, significant

improvement
After 2 Years Relief, liking, enjoyment, business
development activities

 
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Steps taken to Decrease resistance of
change by ICICI
3 Established clear communication channels throughout
3 Training programmes were conducted which emphasized
on knowledge, skill, attitude and technology to upgrade
skills of the employees
3 direct dialogue with the employee unions of the BoM to
maintain good employee relations


 
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By June 2001, the process of integration
between ICICI and BoM was started
3 ICICI transferred around 450 BoM employees to ICICI
Bank, while 300 ICICI employees were shifted to BoM
branches.
3 ÷romotion schemes for BoM employees were initiated
and around 800 BoM officers were found to be eligible
for the promotions.
3 End of the year, ICICI seemed to have successfully
handled the HR aspects of the BoM merger.

´The win-win situation createdµ


 
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