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    Chapter 4 Organizational Culture and Change

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    Afendey Arthur
    The document discusses organizational culture and change, including defining organizational culture, levels of culture, functions of culture, and how culture is created and sustained. It also covers types of organizational change, forces for change, models of change including Lewin's three-step model, and implementing change in organizations.

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    Chapter 4 Organizational Culture and Change

    Uploaded by

    Afendey Arthur
    11 views21 pages
    The document discusses organizational culture and change, including defining organizational culture, levels of culture, functions of culture, and how culture is created and sustained. It also covers types of organizational change, forces for change, models of change including Lewin's three-step model, and implementing change in organizations.

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    Chapter 4 Organizational Culture And Change

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    The document discusses organizational culture and change, including defining organizational culture, levels of culture, functions of culture, and how culture is created and sustained. It also covers types of organizational change, forces for change, models of change including Lewin's three-step model, and implementing change in organizations.

    Copyright:

    © All Rights Reserved
    Download as PDF, TXT or read online from Scribd
    Download as pdf or txt
    11 views21 pages

    Chapter 4 Organizational Culture and Change

    Uploaded by

    Afendey Arthur
    The document discusses organizational culture and change, including defining organizational culture, levels of culture, functions of culture, and how culture is created and sustained. It also covers types of organizational change, forces for change, models of change including Lewin's three-step model, and implementing change in organizations.

    Copyright:

    © All Rights Reserved
    Download as PDF, TXT or read online from Scribd
    Download as pdf or txt
    of 21

    Managing

    Organizational
    Culture and Change
    Organizational Culture

    A system of shared values, assumptions, beliefs, and


    norms that unite the members of an organization.

     Reflects
    employees’ views about “the way things are
    done around here.”

     Theculture specific to each firm affects how


    employees feel and act and the type of employee
    hired and retained by the company.
    Levels of
    Corporate Visible Culture

    Culture
    Expressed Values

    Core Values
    Functions Performed By Organizational
    Culture
    Employee Self-Management
    Sense of shared identity
    Facilitates commitment

    Stability
    Sense of continuity
    Satisfies need for predictability, security, and
    comfort
    Functions Performed By
    Organizational Culture
     Socialization
     Internalizing ortaking
    organizational values as
    one’s own

     Implementation Support of
    the Organization’s Strategy
     If strategy andculture
    reinforce each other,
    employees find it natural to
    be committed to the
    strategy
    Creating and Sustaining
    Organizational Culture

    Company Rituals and


    Ceremonies

    Cultural Symbols

    Language
    Organizational Policies Leadership
    and Decision Making
    Characteristics and Types of
    Organizational Culture

    Cultural
    Uniformity versus
    Heterogeneity
    Strong versus Weak Cultures
    Culture versus Formalization
    Nationalversus
    Organizational Culture
    Characteristics and Types of
    Organizational Culture

    Types: Traditional Control or Employee


    Involvement
    Traditional control
     emphasizes the chain of command
     relies on top-down control and orders

    Employee involvement
     emphasizes participation
    involvement
    Four Types of Culture
    Classification
     Baseball team culture--rapidly changing
    environment
     Club culture--seeks loyal, committed
    people
     Academy culture--hires experts who
    are willing to make a slow steady climb
    up a ladder
     Fortress culture--focused on surviving
    and reversing sagging fortunes
    Types of Change

     Planned Change--change that is


    anticipated and allows for advanced
    preparation

     Dynamic Change--change that is


    ongoing or happens so quickly that the
    impact on the organization cannot be
    anticipated and specific preparations
    cannot be made
    Forces for Change:
    Environmental Forces

    Put pressure on a firm’s relationships with


    customers, suppliers, and employees.

    Environmental forces include:


    Technology
    Market forces
    Political and regulatory agencies and laws
    Social trends
    Forces for Change: Internal Forces

    Arise from events within the


    company.
    May originate with top executives
    and managers and travel in a top-
    down direction.
    May originate with front-line
    employees or labor unions and
    travel in a bottom-up direction.
    Resistance to Change

    Self-Interest

    Cultures that Value Lack of Trust and


    Tradition Understanding

    Different Perspectives
    and Goals Uncertainty
    Models of Organizational Change: The
    Star Model

    The Star Model: Five Points


    Types of change-evolutionary or
    transformational
    Structure

    Reward system
    Processes

    People
    Lewin’s Three-Step Model of
    Organizational Change
    Unfreezing--melting away
    resistance
    Change--departure from the
    status quo
    Refreezing--change becomes
    routine
    Lewin’s Force Field Analysis Model

    Increase driving forces that


    drive change
    Reduce restraining forces that
    resist change
    Or do both
    Force-field Model of Change

    Desired
    state

    Restraining forces

    Status quo

    Driving forces

    Time
    Implementing Organizational Change

    Top-down Change

    Change Agents

    Bottom-up Change
    Eight Steps to a Planned
    Organizational Change
     Empower others to act on
     Establish a sense of
    the vision.
    urgency.
     Plan and create short-term
     Form a powerful coalition
    wins.
    of supporters of change.
     Consolidate improvements
     Create a vision of change.
    and produce still more
     Communicate the vision of change.
    change.
     Institutionalize new
    approaches.
    Tactics for Introducing Change

    Communication and
    Education
    Employee Involvement

    Negotiation

    Coercion

    Top-Management Support

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