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Unit 10
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Definition:
Organizational culture refers to apattern of learned
behaviours that is shared and passed on among themembers ofan organisation.
It comprises ofthe variousassumptions,values,beliefs,norms,rituals,
languageetc.that people in an organisation share
Edgar schein defines Org.culture as a pattern of
shared basic assumptions that the group learned asit solved its problems ofexternal adaptation and
internal integration.
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1) Norms
2) Attention to detail
3) Outcome orientation
4) People orientation
5) Team orientation
6) Observed Behavioural Regularities
7) Dominant Values8) Rules
9) Philosophy
10) Organizational climate
11) Uniformity ofculture
12) Dominant culture
13) Subculture
14) Strong vs weak cultures15) Sharedness
16) Intensity
Read pages 162 163 164 165 166
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1) Selection
2) Top management
3) Socialization
4) Prearrival stage
5) Encounter stage6) Metamorphosis stage
7) Learning culture
8) Stories
9) Rituals and ceremonies
10) Material symbols11) Language
Read pages 166,167,168,169
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The change process
Assess existing culture
Change agent
Introduce alternatives Define a new paradigm
Change must be top-down
Employee participation
Shed the old paradigm Quick transition
Read pages 169,170,171
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Definitions
Change is concerned with making thinsg
different
Change intervention is aplanned action tomake things different
Change agent is a person or a group of
persons who act as catalysts for change andassumes responsibility to include changeprocess
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Organisational devolopment is aterm used to
describe a system oriented approach to
change
It is a term usedfor a variety ofchange-
oriented activities
Described as a complex network ofevents
that enhances the ability ofthe organisation
in adapting to theexternal environment
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1) Work force
2) Changes in technology
3) Changes in economic,social,politicalandphysical environment
4) Changes in competition
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Causes ofresistance to change:
1)Individual resistance
a) Economic factors
b) Habit
c) Fear ofthe unknown
d) Change affects emotions and sentiments
e) Lack ofclarification
f) Opposition onlyfor the sake ofopposition
2)Organisational resistance
a) Built in mechanism
b) Group normsc) Threat to expertise
d) Threat to established power relationships
e) Threat to established resource allocation
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1) Education and communication
2) Participation
3)
Facilitation and support4) Use ofgroup force
5) Leadership for change
6) Negotiation
7) Manipulation
8) corecion
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Kurt lewins three step model
Unfreezing: unlearning the old things in order tolearn new things
Movement:denotes a movemnet to a new state Refreezing: stabilising a change intervention by
balancingdriving and restrainingforce
Drivingforce: direct behaviour awayfrom the
status quo Restrainingforce: hinder movemnet from the
status quo
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Any planned change needs chage
agents.They are
1) External change agent-consultants2) Internal change agent-personnel manager
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Organisation devolopment is another set of
activities which assist significantly the
process ofemployees empowerment
OD intervention serve thefollowing
purposes:
Improve performanceefficiency
Increase innovation
Assist empowerment
Improve quality ofwork life
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1) Limitations ofconventional training
2) Lack of integration through interpersonal
relationship3) Organisation culture
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1) Humanism
2) Problem-solving nature
3) Systems approach
4) Learning through participation(linkerts ODframework diagram pg.198)
5) Top management support and involvement
6) Multiple interventions7) Role ofconsultant or a change Agent
8) Contingency plans
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Brown and covey-attempts to identify OD
values
a) Norms and valuesb) The assumptions and beliefs ofOD
On individuals
On groups On organisation
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OD intervention process-not an instant process
It takes timefor data collection,analysis,implementation osaction plans,feed back,modified action plans andimplementation andfeedback
Thefollowing six phases are identified as standard phases.
Phase 1-problem identification anddiagnosis
Phase 2- Data collection and analysis
Phase 3-finalise recommendations and priorities
Phase 4 Preparation ofAction plans
Phase 5 OD intervention
Phase 6 Evaluation andfollow up
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1) Sensitivity training (Encounter/T-group
training)
2) Surveyfeedback3) Process consultation
4) Team building
5) Intergroup Devolopment