organizational behavior culture & changes
DESCRIPTION
Organizational Behavior culture, stress managing,TRANSCRIPT
Group 5 - Organizational Behavior 1
ORGANIZATIONAL CULTURE, SOCIALIZATION & MENTORING
CHAPTER 3
10/3/2015
Group 5 - Organizational Behaviour 210/3/2015
Organizational Culture
Dynamic of Organizational Culture
Functions & Types of Culture
How Culture Form & Embedded
Leader Roles in Managing Culture
310/3/2015 Group 5 - Organizational Behaviour
Organizational Culture
Dynamic of Organizational
Culture
Functions & Types of Culture
How Culture Form &
Embedded
Leader Roles in Managing
Culture
Definition:
“the set of shared, taken-for-granted implicit assumption that a group holds & that determines how it perceives thinks about, & reacts to its various environment”
410/3/2015 Group 5 - Organizational Behaviour
Organizational Culture
Dynamic of Organizational
Culture
Functions & Types of Culture
How Culture Form &
Embedded
Leader Roles in Managing
Culture
Three important characteristics of organizational culture:
It’s passed on to new employees It influences employees’ behavior at work It operates at different levels
510/3/2015 Group 5 - Organizational Behaviour
Organizational Culture
Dynamic of Organizational
Culture
Functions & Types of Culture
How Culture Form &
Embedded
Leader Roles in Managing
Culture
Group 5 - Organizational Behaviour 610/3/2015
Organizational Culture
Dynamic of Organizational
Culture
Functions & Types of Culture
How Culture Form &
Embedded
Leader Roles in Managing
Culture
Layer of organization Culture:
Observable Artifacts Espoused Values (espoused vs. enacted) Basic Assumption
Practical Application of Research on ValuesOrganization subscribes to a constellation of value rather that to one only
Group 5 - Organizational Behaviour 710/3/2015
Organizational Culture
Dynamic of Organizational
Culture
Functions & Types of Culture
How Culture Form &
Embedded
Leader Roles in Managing
Culture
Organization Goals
Consistency between espoused value & behavior needed
Organization Goals
Organization’s value is consistent with employees’ individual values
Group 5 - Organizational Behaviour 810/3/2015
Organizational Culture
Dynamic of Organizational
Culture
Functions & Types of Culture
How Culture Form &
Embedded
Leader Roles in Managing
Culture
Four Function Of Organization Culture :
Culture provides a Organizational
Identity
Facilitate Collective Commitment
Promote social system stability
Culture serves as a control mechanism
for shaping behavior
Group 5 - Organizational Behaviour 910/3/2015
Organizational Culture
Dynamic of Organizational
Culture
Functions & Types of Culture
How Culture Form &
Embedded
Leader Roles in Managing
Culture
Types Of Organization Culture
Group 5 - Organizational Behaviour 1010/3/2015
Organizational Culture
Dynamic of Organizational
Culture
Functions & Types of Culture
How Culture Form &
Embedded
Leader Roles in Managing
Culture
Organization Culture Outcome
Group 5 - Organizational Behaviour 1110/3/2015
Organizational Culture
Dynamic of Organizational
Culture
Functions & Types of Culture
How Culture Form &
Embedded
Leader Roles in Managing
Culture
The Organization Socialization Process :
The process by which the person learns the values, norms,
and required behaviors which permit him to participate as a
member of the organization.
Organization socialization is the key mechanism used by
organization to embed their organizational cultures.
Turn outsiders to insiders by reinforcing the organization’s
core values & beliefs.
Group 5 - Organizational Behaviour 1210/3/2015
Organizational Culture
Dynamic of Organizational
Culture
Functions & Types of Culture
How Culture Form &
Embedded
Leader Roles in Managing
Culture
Feldman Three-Phase model
Group 5 - Organizational Behaviour 1310/3/2015
Organizational Culture
Dynamic of Organizational
Culture
Functions & Types of Culture
How Culture Form &
Embedded
Leader Roles in Managing
Culture
Process of forming and maintaining intensive and lasting developmental relationships between a variety of developers (people who provide career and psychological support) and a junior person .
Mentoring can serve to embed the organization’s culture because:• It creates the sense of oneness by
promoting the acceptance of organization’s core value
• Promote sense of membership
Mentoring is a development – oriented initiative.
Mentoring
Group 5 - Organizational Behaviour 1410/3/2015
Organizational Culture
Dynamic of Organizational
Culture
Functions & Types of Culture
How Culture Form &
Embedded
Leader Roles in Managing
Culture
Function of Mentoring
Group 5 - Organizational Behaviour 1510/3/2015
Organizational Culture
Dynamic of Organizational
Culture
Functions & Types of Culture
How Culture Form &
Embedded
Leader Roles in Managing
Culture
Psychosocial Function:
1. Role ModellingThis provide a set of attitude, values, and behaviors for the juniors person to imitate.
2. Provide Acceptance and ConfirmationThis provide encouragement and support and help the apprentice gain self confidence
3. CounselingThis provide an opportunity to discuss personal concerns and
anxieties concerning career prospect, work family, and so – on.
Function of Mentoring
Group 5 - Organizational Behaviour 1610/3/2015
Organizational Culture
Dynamic of Organizational
Culture
Functions & Types of Culture
How Culture Form &
Embedded
Leader Roles in Managing
Culture
Leader Roles for Creating an Ethical Organization Culture
Primary Embedding Mechanism :
Deliberate role modeling, training programs,
teaching by supervisors
Explicit rewards, status symbols
What leaders pay attention to
Leader reactions to critical incidents and
organizational crisis
The workflow & organizational structure
Recruitment, selection, promotion & exit)
Group 5 - Organizational Behaviour 1710/3/2015
Organizational Culture
Dynamic of Organizational
Culture
Functions & Types of Culture
How Culture Form &
Embedded
Leader Roles in Managing
Culture
Culture is also could be transmitted to employee through :
Stories – provide explanations Rituals – reinforce key value Design of physical space, work environment & Building Slogan, Language, acronyms and sayings Formal statement of organizational philosophy
Group 5 - Organizational Behavior 18
MANAGING CHANGE AND STRESSCHAPTER 18
10/3/2015
Group 5 - Organizational Behaviour 1910/3/2015
The need for Change
The Change Management Process
Organizational Development & The OD Process
Why People Resist to Change
Leading Organizational Change
2010/3/2015 Group 5 - Organizational Behaviour
The need for Change
The Change Management
Process
Organizational Development
& The OD Process
Why People Resist to Change
Leading Organizational
Change
Forces of ChangeExternal
• Demographic Characteristics• Technological Advancements• Shareholder, Customer, and
Market Changes• Social and Political Pressures
The Need for Change
Internal
• Human Resource Problem/Prospects
• Managerial Behavior/Decisions
2110/3/2015 Group 5 - Organizational Behaviour
The need for Change
The Change Management
Process
Organizational Development
& The OD Process
Why People Resist to Change
Leading Organizational
Change
Forces that Stimulate Change in Organizations
External forces that stimulate change:
• Demographic characteristics
• Technological advancements
• Shareholder, Customer, and Market changes
• Social and political pressures
2210/3/2015 Group 5 - Organizational Behaviour
The need for Change
The Change Management
Process
Organizational Development
& The OD Process
Why People Resist to Change
Leading Organizational
Change
Forces that Stimulate Change in Organizations
Internal forces that stimulate change:
• Human resource problems• High turnover• Perceptions of unfair
treatment• Managerial
Behavior/Decisions• Excessive interpersonal
conflict• Inadequate direction or
support
2310/3/2015 Group 5 - Organizational Behaviour
The need for Change
The Change Management
Process
Organizational Development
& The OD Process
Why People Resist to Change
Leading Organizational
Change
Types of Organizational Change
Adaptive Change
Innovative Change
Radically Innovative
Change
Reintroducing a familiar
practice
Introducing a practice new to the
organization
Introducing a practice new
to the industry
Degree of complexity, cost, and uncertainty Potential for resistance to change
Low High
10/3/2015 Group 5 - Organizational Behaviour 24
The need for Change
The Change Management
Process
Organizational Development
& The OD Process
Why People Resist to Change
Leading Organizational
Change
Lewin’s Change Model
Changing– Provides new information, new behavioral
models, or new ways of looking at things
Refreezing– Helps employees integrate the changed
behavior or attitude into their normal way of doing things
• Unfreezing- Creates the motivation to change
• Benchmarking Data• Financial data, emerging trends
2510/3/2015 Group 5 - Organizational Behaviour
The need for Change
The Change Management
Process
Organizational Development
& The OD Process
Why People Resist to Change
Leading Organizational
Change
A Systems Model of Change
Organizing Arrangement
s
PeopleGoalsSocial
Factors
Methods
Target Elements of Change
Internal
Strengths
WeaknessesExternal
Opportunities
Threats
Inputs
Internal
Organizational level
Department/ group level
Individual level
Outputs
Strategy
2610/3/2015 Group 5 - Organizational Behaviour
The need for Change
The Change Management
Process
Organizational Development
& The OD Process
Why People Resist to Change
Leading Organizational
Change
Kotter’s Eight Steps for Leading Organizational Change
Create and implement a communication strategy that consistently communicates the new vision and strategic plan
4) Communicate the change-vision
Create a vision and strategic plan to guide the change process
3) Develop a vision and strategy
Create a cross-functional, cross-level group of people with enough power to lead the change
2) Create the guiding coalition
Unfreeze the organization by creating a compelling reason for why change is needed
1) Establish a sense of urgency
DescriptionStep
2710/3/2015 Group 5 - Organizational Behaviour
The need for Change
The Change Management
Process
Organizational Development
& The OD Process
Why People Resist to Change
Leading Organizational
Change
Kotter’s Eight Steps for Leading Organizational Change
Reinforce the changes by highlighting connections between new behaviors and processes and organizational success
8) Anchor new approaches in the culture
The guiding coalition uses credibility from short-terms wins to create change. Additional people are brought into the change process as change cascades throughout the organization
7) Consolidate gains and produce more change
Plan for and create short-term “wins” or improvements
6) Generate short-term wins
Eliminate barriers to change, use target elements of change to transform the organization
5) Empower broad-based action
DescriptionStep
2810/3/2015 Group 5 - Organizational Behaviour
The need for Change
The Change Management
Process
Organizational Development
& The OD Process
Why People Resist to Change
Leading Organizational
Change
Organizational Development
a set of techniques or tools that are used to implement organizational change
2910/3/2015 Group 5 - Organizational Behaviour
The need for Change
The Change Management
Process
Organizational Development
& The OD Process
Why People Resist to Change
Leading Organizational
Change
How OD Works
3010/3/2015 Group 5 - Organizational Behaviour
The need for Change
The Change Management
Process
Organizational Development
& The OD Process
Why People Resist to Change
Leading Organizational
Change
Test Your Knowledge
Which of the following would be considered an effective organization development approach?
a. A manager decides to move everyone’s office around for “something different”
b. An HR department decides to restructure the performance management process affecting every employee. They decide not to bother top management during the decision process.
c. An experienced OD consultant reorganizes an American company with great success. He plans on executing the same plan in a Chinese company.
d. Top management and OD consultants work together to create a more participative decision-making culture.
3110/3/2015 Group 5 - Organizational Behaviour
The need for Change
The Change Management
Process
Organizational Development
& The OD Process
Why People Resist to Change
Leading Organizational
Change
Causes of Resistance To Change 1. Individual’s predisposition toward
change;2. Surprise and fear of the unknown3. Fear of failure:4. Loss of status and/or job security5. Peer pressure6. Past success
1. Decisions that disrupt cultural tradisions or group relationship;
2. Personality conflict;3. Lack of tack or poor timing;4. Leadership style;5. Failing to legitimate change
1. Positive trusting realtionship
2. Make the change process an open, honest and participative affair
3. Employees are more willing to expend extra effort and take chances with something different.
3210/3/2015 Group 5 - Organizational Behaviour
The need for Change
The Change Management
Process
Organizational Development
& The OD Process
Why People Resist to Change
Leading Organizational
ChangeSix Strategies for Overcoming Resistance to Change
Approach Commonly Used in Situations Where:
Advantages Drawbacks
Education and Communication
There is a lack of information or inaccurate information & analysis
Once persuaded, people will often help with implementation of change
Can be very time consuming if lots of people are involved
Participation and Involvement
The initiators do not have all the information they need to design the change & others have considerable power to resist
People who participate will be committed to the implementation of change
Can be very time consuming if participators design an inappropriate change
Facilitation and Support People are resisting because of adjustment problems
No other approach works as well with adjustment problem
Can be very time consuming, expensive and still fail
Negotiation and Agreement
Someone or some group will clearly lose out in a change and where that group has considerable power to resist
Sometimes it is a relatively easy way to avoid major change
Can be too expensive in may cases if it alerts other to negotiate for compliance
Manipulation andCo-optation
Other tactics will not work or are too expensive
It can be relatively quick and inexpensive
Can lead to future problems if people feel manipulated
Explicit and Implicit Coercion
Speed is essential and where the change initiators possess considerable power
It is speedy and can overcome any kind of resistance
Can be very risky ad leave people mad at the initiators
3310/3/2015 Group 5 - Organizational Behaviour
The need for Change
The Change Management
Process
Organizational Development
& The OD Process
Why People Resist to Change
Leading Organizational
Change
Occupational Stress
3410/3/2015 Group 5 - Organizational Behaviour
The need for Change
The Change Management
Process
Organizational Development
& The OD Process
Why People Resist to Change
Leading Organizational
Change
Moderator of Occupational Stress
• Moderators variables that cause the relationships between stressors, perceived stress and outcomes to be weaker for some and stronger for others
• Managers with a working knowledge of important stress moderator can confront employee sress in the following ways:• Awareness of moderators helps identify those most likely to experience
stress and its negative outcomes. Stress reduction programs then can be formulated for high risk employee
• Moderators, in and of themselves, suggest possible solutions for reducing negative outcomes of occupational stress
3510/3/2015 Group 5 - Organizational Behaviour
The need for Change
The Change Management
Process
Organizational Development
& The OD Process
Why People Resist to Change
Leading Organizational
Change
Type A Characteristics
1) Hurried speech; explosive accentuation of key words2) Tendency to walk, move, or eat rapidly3) Constant impatience with rate at which most events take place4) Strong preference for thinking of or doing two or more things at once5) Tendency to turn conversations around to personally meaningful subjects or
themes6) Tendency to interrupt while others are speaking to maker your point or to
complete their thought in your own words.7) Guilt feelings during periods of relaxation or leisure time.8) Tendency to be oblivious to surroundings during daily activities9) Greater concern for things worth having than with things worth being.10) Tendency to schedule more and more in less and less time; a chronic sense of time
urgency11) Feelings of competition rather than compassion when faced with another Type A
person12) Development of nervous tics or characteristic gestures13) A firm belief that success is due to the ability to get things done faster than the
other guy14) A tendency to view and evaluate personal activities and the activities of other
people in terms of “numbers”
10/3/2015 Group 5 - Organizational Behaviour 36
The need for Change
The Change Management
Process
Organizational Development
& The OD Process
Why People Resist to Change
Leading Organizational
Change
Stress-Reduction Techniques
Irrational or maladaptive thoughts are identified and replaced with those that are rational or logical.
4) Cognitive Restructuring
The relaxation response is activated by redirecting one’s thoughts away from oneself; a four-step procedure is used to attain passive stress-free state of mind
3) Meditation
A machine is used to train people to detect muscular tension; muscle relaxation is then used to alleviate this symptom of stress
2) Biofeedback
Uses slow deep breathing and systematic muscle tension reduction.
1) Muscle Relaxation
DescriptionTechnique
An interdisciplinary approach that goes beyond stress reduction by advocating that people strive for personal wellness in all aspects of their lives
5) Holistic wellness
3710/3/2015 Group 5 - Organizational Behaviour
The need for Change
The Change Management
Process
Organizational Development
& The OD Process
Why People Resist to Change
Leading Organizational
Change
Organizational change is management’s attempt to have
employees behave, think, or perform
differently.
The Big Opportunity
1CREATESense of urgency
8 INSTITUT
EChange
2 BUILDGuiding
Coallition
6 GENERATE
Short Term Wins
4 ENLIST
Volunteer Army
7SUSTAINAcceleration
3 FORMStrategic Visions & Initiatives
5 ENABLEAction by Removing Barriers
Kotter’s Eight Steps for Leading Organizational Change
Group 5 - Organizational Behaviour 38
CASE ANALYSIS
10/3/2015
THE REGENCY GRAND HOTEL
Group 5 - Organizational Behaviour 3910/3/2015
The Story Summary Case Symptoms
Case Diagnosis
Problem Solving
The Regency Grand Hotel (5 Star) run by a Thai Manager since last 15 years are very successfully
All Employees (700) are happy
Excellent benefits, salaries, job security and large bonus
Acquired by large American Hotel Chain and Keep all the most employee
John Becker appointed as New General Manager
Group 5 - Organizational Behaviour 4010/3/2015
The Story Summary Case Symptoms
Case Diagnosis
Problem Solving
John applies Empowerment
- Guest Oriented and excellent customer service
- Consider guest needs case-by-case
- Reward and punisment (dont make the same mistake)
- Only Complex Issues will be brought to the supervisors
John Reduce Bureaucratic rules
- Decison making for Front liner (can do upgrade room)
- Good decision doesn’t get positive feedback
- Supervisor upset about authorities power
Group 5 - Organizational Behaviour 4110/3/2015
The Story Summary Case Symptoms
Case Diagnosis
Problem Solving
Middle manager-supervisor upset and resigning
Employees difficulty in discriminating between major and minor issues
Lack of motivation and no positive feedback from high level position
Low Profitability and Drop the hotel image’s
Many employees resign
Group 5 - Organizational Behaviour 4210/3/2015
The Cultural issue Different at the time of thai management
The Leadership Style :
- Before more directive and task oriented
- New participative and people oriented
Empowerment of the front liner lead to low motivation of the supervisor and middle manager
The Rule and goals was not properly defined
- Employee failed to distinguish between major and minor issues
- Which affected to hotel performance
The Story Summary Case Symptoms
Case Diagnosis
Problem Solving
Group 5 - Organizational Behaviour 4310/3/2015
The Story Summary Case Symptoms
Case Diagnosis
Problem Solving
Develop the knowledge of the Thai Culture
Give performance based reward and benefits to the employees to enchance their moral and performance
Clear job designs and job descriptions this will remove ambiguity whichs decision to be made by manager or supervisor.
Dont Empower the front line employees
Group 5 - Organizational Behaviour 4410/3/2015