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    SNT7

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    sivanesh8403
    The document discusses organizational culture and change. It defines organizational culture and how culture begins and is kept alive within organizations. It also discusses resistance to change and models for implementing organizational change, such as Lewin's three-step change model and Kotter's 8-step plan for leading change.

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    SNT7

    Uploaded by

    sivanesh8403
    3 views10 pages
    The document discusses organizational culture and change. It defines organizational culture and how culture begins and is kept alive within organizations. It also discusses resistance to change and models for implementing organizational change, such as Lewin's three-step change model and Kotter's 8-step plan for leading change.

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    The document discusses organizational culture and change. It defines organizational culture and how culture begins and is kept alive within organizations. It also discusses resistance to change and models for implementing organizational change, such as Lewin's three-step change model and Kotter's 8-step plan for leading change.

    Copyright:

    © All Rights Reserved
    Download as PDF, TXT or read online from Scribd
    Download as pdf or txt
    3 views10 pages

    SNT7

    Uploaded by

    sivanesh8403
    The document discusses organizational culture and change. It defines organizational culture and how culture begins and is kept alive within organizations. It also discusses resistance to change and models for implementing organizational change, such as Lewin's three-step change model and Kotter's 8-step plan for leading change.

    Copyright:

    © All Rights Reserved
    Download as PDF, TXT or read online from Scribd
    Download as pdf or txt
    of 10

    CHAPTER

    SEVEN

    ORGANIZATIONAL
    CULTURE & CHANGE
    ORGANIZATIONAL CULTURE
    A shared pattern of beliefs, assumptions and
    expectations held by organization members

    The organization’s personality


    The environment, norms, roles, values
    and physical cues of an organization
    HOW CULTURE BEGINS
    1) Founders hire and keep employees who think and feel the same way they do
    2) Founders indoctrinate and socialize these employees to their way of thinking
    3) The founders’ own behavior acts as a role model for employees to adapt

    FUNCTIONS OF CULTURE
    1) Distinguishes one organization from the others
    2) Conveys a sense of identity for its members
    3) Serves as a sense-making and control mechanism
    4) Generates commitment to something larger than self-interest
    HOW EMPLOYEES LEARN CULTURE
    STORIES
    Narratives of significant events or actions of people that convey
    the spirit of the organization
    RITUALS
    Repetitive sequences of activities that express and reinforce the
    values of the organization
    SYMBOLS
    Physical assets, logo, color that distinguishes the organization
    LANGUAGE
    Acronyms and jargon of terms, phrases and words that has
    specific meanings to an organization
    KEEPING CULTURE ALIVE
    SELECTION
    Selecting candidates that have the criteria to fit in the
    organization’s culture
    Provide information to candidates about the organization

    TOP MANAGEMENT
    Top management as the role model and influencer to
    establish behavioral norms that are adopted by others

    SOCIALIZATION
    The interaction process that helps new employees adapt
    to the organization’s culture
    ORGANIZATIONAL CHANGE
    Organizations have to change from time to time due to internal (expanding
    products, change in management etc) and external factors (technology,
    politics, social trends, economy factors etc).

    RESISTANCE TO CHANGE
    1) Fear of the unknown
    2) Reluctance to change the present way of doing things
    3) Insecurity and the fear of failure or being obsolete
    4) Change associated to just doing more work
    OVERCOMING RESISTANCE TO CHANGE

    METHOD HOW TO USE


    Communicate the desired changes and the reason for the
    Education changes
    Involve potential resisters in designing and implementing the
    Participation change
    Facilitate Provide training and emotional/technical support
    Offer incentives for making the change through discussions
    Negotiation and consultation
    Threaten with punishment or loss of promotion opportunities,
    Coercion or transfer for those who cannot or will not change.
    LEWIN’S THREE-STEP CHANGE MODEL

    UN-FREEZING MOVEMENT RE-FREEZING


    Efforts to overcome New attitudes, values Stabilizing a change
    the pressures of both and behavior are by balancing driving
    individual resistance substituted for the old and restraining forces
    and group conformity ones. Training are
    provided to assist in
    changing the
    employees to fit the
    desired change
    KOTTERS’S 8) Make It Stick
    8-STEP PLAN IMPLEMENT AND SUSTAIN
    CHANGE
    (For Implementing Change) 7) Don’t Let Up

    6) Create Short Term Wins

    ENGAGE AND ENABLE


    CHANGE 5) Enable Action

    4) Communicate Buy-In

    3) Get The Vision Right

    2) Build Guiding Teams CREATE CLIMATE FOR


    CHANGE

    1) Increase Urgency
    KOTTER’S 8-STEP PLAN
    1) Establish a sense of urgency by creating a compelling reason for why
    change is needed
    2) Form a coalition with enough power to lead the change
    3) Create a new vision to direct the change and strategies for achieving the
    vision
    4) Communicate the vision throughout the organization
    5) Empower others to act on the vision by removing barriers to change and
    encouraging risk taking and creative problem solving
    6) Plan for, create, and reward short-term “wins” that move the organization
    toward the new vision
    7) Consolidate improvements, reassess changes, and make necessary
    adjustments in the new programs
    8) Reinforce the changes by demonstrating the relationship between new
    behaviors and organizational success.

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