Download - Org culture classlides
![Page 1: Org culture classlides](https://reader036.vdocuments.site/reader036/viewer/2022062418/5553021cb4c9054e3f8b46e4/html5/thumbnails/1.jpg)
Understanding & Changing Organizational Culture
![Page 2: Org culture classlides](https://reader036.vdocuments.site/reader036/viewer/2022062418/5553021cb4c9054e3f8b46e4/html5/thumbnails/2.jpg)
• Organization culture
• What it is
• How it works
• How to change it….maybe
![Page 3: Org culture classlides](https://reader036.vdocuments.site/reader036/viewer/2022062418/5553021cb4c9054e3f8b46e4/html5/thumbnails/3.jpg)
![Page 4: Org culture classlides](https://reader036.vdocuments.site/reader036/viewer/2022062418/5553021cb4c9054e3f8b46e4/html5/thumbnails/4.jpg)
• What is culture?• What are the organizational indications of culture?• How might you “diagnose” the health of a culture?• How is organizational culture formed?• How can culture be changed?
![Page 5: Org culture classlides](https://reader036.vdocuments.site/reader036/viewer/2022062418/5553021cb4c9054e3f8b46e4/html5/thumbnails/5.jpg)
Culture is the social glue that helps hold an organization together by providing
appropriate standards for what employees should say or do.
![Page 6: Org culture classlides](https://reader036.vdocuments.site/reader036/viewer/2022062418/5553021cb4c9054e3f8b46e4/html5/thumbnails/6.jpg)
A system of meaning shared by the organization’s members
Cultural values are collective beliefs, assumptions, and feelings about what things are good, normal, rational, valuable, etc.
![Page 7: Org culture classlides](https://reader036.vdocuments.site/reader036/viewer/2022062418/5553021cb4c9054e3f8b46e4/html5/thumbnails/7.jpg)
The basic pattern of shared values and assumptions governing the way employees within an organization think about and act on problems and opportunities.
![Page 8: Org culture classlides](https://reader036.vdocuments.site/reader036/viewer/2022062418/5553021cb4c9054e3f8b46e4/html5/thumbnails/8.jpg)
According to Deal and Kennedy, a strong culture is. "a system of informal rules that spells out how people have to behave most of the time".
![Page 9: Org culture classlides](https://reader036.vdocuments.site/reader036/viewer/2022062418/5553021cb4c9054e3f8b46e4/html5/thumbnails/9.jpg)
Visible
• Unconscious, taken-for-granted perceptions or beliefs
• Mental models of ideals
Shared assumptionsShared assumptions
• Conscious beliefs• Evaluate what is good or bad, right or
wrong
Shared valuesShared values
ArtifactsArtifactsArtifactsArtifacts
• Stories/legends• Rituals/ceremonies• Organizational language• Physical structures/décor
• Stories/legends• Rituals/ceremonies• Organizational language• Physical structures/décor
Invisible(below the surface)
![Page 10: Org culture classlides](https://reader036.vdocuments.site/reader036/viewer/2022062418/5553021cb4c9054e3f8b46e4/html5/thumbnails/10.jpg)
Innovation and risk taking Direction Management support Control Reward system Integration Stability
![Page 11: Org culture classlides](https://reader036.vdocuments.site/reader036/viewer/2022062418/5553021cb4c9054e3f8b46e4/html5/thumbnails/11.jpg)
![Page 12: Org culture classlides](https://reader036.vdocuments.site/reader036/viewer/2022062418/5553021cb4c9054e3f8b46e4/html5/thumbnails/12.jpg)
Controlling behavior Defining boundaries Conveying identity Promoting commitment
![Page 13: Org culture classlides](https://reader036.vdocuments.site/reader036/viewer/2022062418/5553021cb4c9054e3f8b46e4/html5/thumbnails/13.jpg)
Culture creation occurs in three ways:First, founders hire and keep only
employees who think and feel the way the way they do.
Second, they indoctrinate and socialize these employees to their way of thinking and feeling.
Selection Top management Socialization
![Page 14: Org culture classlides](https://reader036.vdocuments.site/reader036/viewer/2022062418/5553021cb4c9054e3f8b46e4/html5/thumbnails/14.jpg)
![Page 15: Org culture classlides](https://reader036.vdocuments.site/reader036/viewer/2022062418/5553021cb4c9054e3f8b46e4/html5/thumbnails/15.jpg)
![Page 16: Org culture classlides](https://reader036.vdocuments.site/reader036/viewer/2022062418/5553021cb4c9054e3f8b46e4/html5/thumbnails/16.jpg)
Now the hard stuff… (culture change)
• Requires a “damn good reason!” to change
• Gap analysis is an important (if not essential) motivator
• Culture almost always wins over strategy
• Remove barriers, don’t push the river
• There are usually “revenge effects” (unexpected consequences)
• It takes time (4-7 years)
![Page 17: Org culture classlides](https://reader036.vdocuments.site/reader036/viewer/2022062418/5553021cb4c9054e3f8b46e4/html5/thumbnails/17.jpg)
Societal Culture“Who we are,” customs
Organizational Culture“The way we do things here”
Team NormsWhat’s (un)acceptable;
“This is what we do”
Individual PersonalityValues, beliefs,
temperament, habits; “Who I am”
Levels of Change
![Page 18: Org culture classlides](https://reader036.vdocuments.site/reader036/viewer/2022062418/5553021cb4c9054e3f8b46e4/html5/thumbnails/18.jpg)
Effective Control Promotions of innovation Strategy Formation and
implementation Strong Commitment form
Employees Performance & Satisfaction
![Page 19: Org culture classlides](https://reader036.vdocuments.site/reader036/viewer/2022062418/5553021cb4c9054e3f8b46e4/html5/thumbnails/19.jpg)
Barrier to change Barrier to diversity Barrier to acquisitions and mergers