Organizational culture

Organizational change
Organizational climate

Allison and sheen- OC

Definition
Types
Why
Functions

OC
Force created in social/organizational situation
Powerful and operated outside of our awareness
Explains many aspects- individuals, groups, oneself

Three levels of OC
Macro cultures
Sub cultures
Micro cultures
Based on
Artefacts- surface level through architecture technology stories

Functions of Organizational culture

PPT*
Discussion
Issues in managing cultures
Institutionalization- organization takes a life of its own, apart from its founders or members
Barriers to Change- culture may block further progress and effectiveness of the ORG. and it
may burden the ORG
Barriers to Diversity- eliminate advantages of diversity
Barriers to acquisition and mergers- matching up of the cultures of two organization is a
major challenges

Approaches to OC
Org cultural can be approached perceived from different directions
1. Integration- deviations should be fixed and consensus should be encouraged, FDP
program and OUT bound
2. Differentiation- focus on inconsistent interpretation- overall consensus exists within
the organization- within subculture
3. Fragmentation- placing ambiguity rather than clarity- no explicit position (more
persistent in creative organization)

Power, role, task, and person (Harrison, 1972)

Power- cartelized power, compliance is more valued than performance, competitive and
jealous, power emphasised on personal level e.g. Family own or new business
Role- rational and orderly, rules and procedures, power directed to the roles and
responsibility – bureaucratic
Task- achievement of the goal, structure and activities are evaluated in terms of their
contributions of the goal achievement.
Person/support- serve the needs of its members. Influence other through example, helpfulness
and caring. Pure support culture tends not to thrive in business unless it is balanced by an
achievement orientation
Schneider Model
Cultivation culture (faith and commitment of the employees to the org).
Prominent tin family-oriented business
Control Culture
Focus on facts figures and systematic in nature
Focus on maintaining the order
Seen in defence org
Competence culture
Achievement motivation
Org looks for superiority in terms of products services and processes
Strive for uniqueness
Emphasis on rationalism hence the use of Knowledge and information
Camron and Quinn model
Organizational cultural assessment
Hierarchy- large org follows a hierarchy
Market- totally opposite creates dependency on the customer supplier etc
Clan- forming a team who perform similar task
Adhocracy- create standardization is not achieved yet, the process is still being explored

Organizational Culture Creation

Three way

Maintaining Culture creation (Robbins)-

Selection process- avoiding mismatch and remove d
Performance evaluation
Training and development
Promotion procedures
Selection-
Top management-
Socialization- pre-arrival- encounter- metamorphosis
Organizational Socialization (Richard Pascale) READ UP
Create-solidify-maintain
Selection of entry level personnel
Placement on the Job- cultural encounter/shocks and the y may ask questions on norms and
values of the organization- weather or not they can accept it
Job mastery-
Measuring and rewarding performance-
Adherence to important values
Reinforcing stories and folklore
Recognition and promotion
Strong and weak organizational culture
Acceptance of-
Beliefs
traditions
rituals
behavioural rules
Existence of more leaders than manager
Weak culture –
Narrow and isolated thinking
resistance to change
political internal environment
unhealthy promotion practices
strong culture
culture reinforcing tools
intensely people oriented
results oriented
emphasis on achievement and excellence
creating a sustaining culture
begins with-
founder has an idea
core group
raises funds, obtains patent etc
others come in
common history builds
Changing organizational culture
Behaviour
Emotions
And enlisting leadership changes

Accelerating growth in technology

Contextual change- rapid change (tech, new produced, development)
Managing culture is equivalent to changing it
Kurt Lewis- unfreezing-change-refreezing, critique was world is constantly changing hence
the process is misleading
Employees turnover- different mechanism evolves
Different understanding or disruption of values or norms
Cultural change can be
Grand project
Organic social moment- a natural growth from the previous stories to building on to similar
ones
Reframing of everyday life-dc stories are restructured and told
Factors
Internal-
External – workforce, tech, economic shock, social trends
OC (presentation)
Pre-1990s- foundation era, change was observed as a phenomenon in human nature, their
adaptability towards new situations
1990s- change seen not involuntary but came with thoughtful repetitive steps.
2000s- formalization, introduced in organization saw it as a tool to improve process and
employees, change was now considered a major competency,
Going forward- how changing with time impacts

To meet the continuously evolving change

Change can happen in whole and in parts
Change is pervasive
Responsive to env factors
Continues process
Essential activity
Two factors affecting it-
Internal (efficiency internal pressure and leadership) and external (market, economy,
technology, global)
Nature/types-
Planned change- deliberate implementation
Tech related
Task related- process
People related
Significance-
Continues improvement-
Increased communication-
Employee development-
Product and service enhancement-
Increased profit-
Strategy development tools
Future mapping
Clarifying the foundations
Environmental analysis tools
Implement ability-
Humanistic aspect
Strong internal capability
Learning through, planning, action evaluation
Japanese managerial technique
Change quadrant (ralph lwei)

Model of change
Kurt lewin- unfreeze, change, refreeze) two force driving and restricting
Kelmans model (read up)
John Kotter (8steps)
Sequential process of change
Initiation
Motivation
Three levels of changes
Individual
Group
Organizational
4 journals
Select 1 and critique
Not a review
Formulate and support arguments
3-4 pages 1000
Analysis 40%
Limitation and implementation
Structure and organization of the paper
Originality
APA
Forces of organizational Change
2 basic forces
Internal change-
shifting of employee demographics,
performance gaps (gap between expected and showed)
deficiency in existing management personnel (structural and process)
employee expectation
External change-
Socio political
Workforce diversity
Ethical behaviour
Technological changes
Globalization
Change Agents-
Outside changes
Changes from top management
Internal organizational developments
Individual level change
*Commoditization
Resistance to Change
Individual- habit, security, economic factors, fear of the unknown, selective information
processing
Group- group inertia
organizational- structural inertia, limited focus on change, threat to expertise, threat to
establish power relations
HOW TO DEAL
Education and communication
Building support and commitment
Develop positive relationship
Selecting individuals who are adaptable
Coercion
Participation
Implementing changes fairly
Manipulation and co-optation
Advance warning
Security
Politics of Change
Can be both positive and negative
Map the political landscape
Understand magnet and fear factors
Engage the sceptics
Roles in organization change
Change sponsor- these are individuals or groups with the power to determine that a change
will occur
Change agents- people responsible for implementing the change
Change targeting- people who need to change in terms of (knowledge, skills and behaviour
Change Management Team: Roles Examples
Head (Executive Sponsor)- corporate management, Key project accountability and
ownership, report to CEO
Phase 1- Preparing for Change
Anticipate points of resistance
Tactics based on reediness assessment
Phase 2- Managing Change
Resistance management plans
Phase 3- Reinforcing Change
Feedback
Audit
Address and diagnose gaps
Pockets of residual resistance.
Resistance in 3 levels
Individual
Group
Organization
Overcoming resistance to change
Participation
Education and communication
Building support and commitment
Developing positive relationship
Implements changes fairly
Select people who accept change
Manipulation
Coercion
Strategies for change management
Creating coalition with similar groups
Change Initiator
Successful change is provoked by a “Deep hurt”
Individuals or group react to this deep hurt
This person may not be the primary change agent
But is the one who starts the process
Change Agent
Person responsible for over all change effort
Different people at different times (outside consultant then internal management, so on and so
forth)
Champion of change
Usually the change agent
Sponsor of change
The person in charge of co ordinating or executing the change
Leadership, supervision and delegation
Leaders during the change process ids the one who is clear with the mission and goal, should
walk the talk and be the first one to follow it
Leader should be accountable.
Supervisor is the one in direct contact with the employee, should communicate the change
and delegate the specific change
Advocate-
Coach- goad them through the process
Resistance manager
The critic- provides reality check can be constructive or projective
7 roles of change agent
Investigate
Advocate
Encourage- uses MBO
Facilitate- physical infrastructure of change, helps make the process smooth
Mediate- peace makers
Advise- engaging in KT communication channels, have a through knowledge of the ORG
Manage – use a reward punishment approach to execute the change
Role of employees
Change management team
Executive and senior managers- main decision makers
Project managers- technical side
Project support function- enhance activity and that drive the change
The change management office- own the methodology and support its implementation
Strategies
Establish a sense of urgency
Create a guiding coalition
Developing a compelling vision and strategy
Communicate the change vision widely
Empower stake holder for broad based action on the vision
Generate short term wins
Consolidate gains
And produce more change
Continues interactive process
Steps-
Performing environment analysis
Organizational analysis
Formulating strategy
Implementing
Steps
Initiation
Motivation
Diagnosis
Information collection
Deliberation- assessing alternatives
Action proposal
Implementation
Stabilization
Skills Required to Implement
Analytical- operations systems financials, systems
Empathetic
Negotiation skills
Political skills
Interpersonal skills
System skills- closed (mechanised system without any possible alteration) and open
Business skills- financial aspects of the implementation