Organizational Culture Blue Cross Blue Shield/Blue Care Network of Michigan

By: Heather Park-May

Carolyn Reid

Kandace Sims

John Stearns

Yolanda Thrash

Tameka Wilson

Sandra Ziaja

Management Techniques include (Armstrong, M):

• Planning • Organizing • Directing • Controlling

Kandace Sims Armstrong, M. (2003). A Handbook of Management Techniques (3rd ed., pp. 11-12). Sterling, VA: Kogan Page Limited. (Original work published 1986)

Positive Management Techniques (as it relates to BCBS)

• Keeping everyone in “the loop” .

• This allows for employees to stay abreast of what is going on in the organization.

• Organizing information in a way that would allow employees to engage within the organization. • Presentations, meetings, and web conferences.

• Keeping the culture of the organization. • Selecting candidates that have the same value, worth ethic and

beliefs.

Kandace Sims

Blue Cross Blue Shield/Blue Care of Michigan. (2016). Organization culture interview. Retrieved from representative at Blue Cross Blue Shield/Blue Care of Michigan.

Cash prizes Gift cards Gift certificates

Extra vacation days Compressed work weeks Choice office space Parking spots

Employee of the month Star performer awards Make a bid deal of achievements at staff meetings Print certificates/engrave plaques Post a notice on the company website Recognize team accomplishments as well as individual efforts.

http://smallbusiness.chron.com/7-techniques-increasing-motivation-55420.html

PERCEPTIONS- Sense making about workday events: The Work • Does the work have meaning and value? • What needs to be done? The Self • What is my role in the team, project, and

organization? • Do I have the capability, the confidence? The Team • Am I part of the team? • Is my work valued? The Organization

Inner Work Life System-People experience a constant stream of emotions,

perceptions, and motivations as they react to and make sense of the workday.

MOTIVATION FOR WORK: • What to do • Whether to do it • How to do it • When to do it

EMOTIONS: Reactions to workday events • Happiness, pride, warmth, love

• If people perceive the job and themselves as having high value, their motivation will be high

• Sadness, anger, frustration, fear • If people are sad or angry about their work, they

won’t care about doing it well

Communication and Formal Channels

Written

Oral

Electronic

Information flow: Top-down

Informal Channels

CEO

President

Vice Presidents

Middle Management

Team Leaders/Supervisors

Hard Working team members

Organization Executives

Finance

Sales

Customer

Legal R&D

Vendors

Office Admin.

Pyramid organizational structures versus network organizational structures

Pyramid Organizational Structures: Hierarchical, traditional model, more common in established organizations. Unable to function well in today’s fast moving world where companies need to change more frequently to adjust with the todays rapidly changing and evolving market (Kotter, 2012).

Network Organizational Structures: Able to allow continuously evaluate the industry, and respond to market changes more rapidly with more creativity than what the pyramid organization allows. Easier to run, and easily adaptable to change (Kotter, 2012).

Precontemplation Contemplation Preparation Action Maintenance

Five Stages of Change

Raise Awareness

• Help employees think about how the change relates to their own professional goals and values

• Focus communication on the benefits that will be experienced as a result of the change

• Tell stories about consequences of not implementing changes

Social/Self Liberation

• Show that the organization’s leadership is actively engaged in the change implementation

• Empower employees by showing how they can make a positive impact

Reinforcement

• Reward employees when milestones related to the change implementation are achieved

Stimulus Control

• Provide ongoing training

• Provide social support to help with change

• Provide resources to support reasons for the change.

• Provide information that can help troubleshoot any potential problems that may be encountered in the action stage.

Policies

• Revise and/or create policies that are consistent with the new process

(Levesque et al, 2001)

https://hbr.org/2007/05/inner-work-life-understanding-the-subtext-of-business-performance