THE PROCESS OF

CULTURE
CHANGE
Marielle Baldago
II-9 BS Psychology
Four Caveats
1. Agree with the notion that leaders are
the architects and developers of
organizational culture

2. Process of culture change essentially
begins with targeting one of the 3
layers of organizational culture
3. Consider the extent to which the current
culture is aligned with the organizations
vision and strategic plan before
attempting to change any aspect of
organizational culture
- Vision
- Strategic plan

4. Use a structured approach when
implementing culture change
Mechanisms
1. Formal statements of the
organizational philosophy, mission,
values, and materials used for
recruiting, selection, and socialization
2. The design of physical space, work
environments and buildings
3. Slogans, language, acronyms, and
sayings
4. Deliberate role modeling, training
programs, teaching, and coaching by
managers and supervisors
5. Explicit rewards, status symbols and
promotion criteria
6. Stories, legends or myths about key
people and events
7. The organizational activities, processes,
or outcomes that leaders pay attention
to, measures, and control
8. Leader reactions to critical incidents and
organizational crises
9. The workflow and organizational
structure
10. Organizational systems and procedures
11. Organizational goals and the associated
criteria used for recruitment, selections,
development, promotion, layoffs, and
retirement of people
The Organizational
Socialization Process
- the process by which a person learns
the values, norms, and required
behaviors which permit him to
participate as a member of the
organization
A THREE-PHASE MODEL
OF ORGANIZATIONAL
SOCIALIZATION
PHASE 1: Anticipatory
Socialization
- it occurs before an individual actually
joins an organization

Realistic Job Preview
PHASE 2: Encounter
- the employees come to learn what the
organization is really like.

Onboarding
PHASE 3: Change and
Acquisition
- the employees master the important
tasks and roles and adjust to their work
groups values and norms.
Socialization Tactics
1. Collective vs. Individual

2. Formal vs. Informal

3. Sequential vs. Random

4. Fixed vs. Variable

5. Serial vs. Disjunctive

6. Investiture vs. Divestiture

Developmental Networks
Underlying Mentoring
Mentoring process in which protgs
and protges seek developmental
guidance from a network of people,
who are referred to as developers.

Build your own McKinsey
Diversity of developmental
relationships
- the variety of people within the
network an individual uses for
developmentall assistance.

1. Number of different people the person
is networked with
2. Various social systems from which the
networked relationships stem
Developmental relationship
strength
- quality of relationships among the
individual and those involved in his or
her developmental network

Receptive
Traditional
Opportunistic
Entrepreneurial
Personal and Organizational
Implications
1. Foster a broad developmental network.

2. Job and career satisfaction are likely to
be influenced by the consistency between
your career goals and type of
developmental network at your disposal.

3. Developers willingness to provide career
and psychosocial assistance.
4. Become proficient at using social
networking tools such as Twitter,
LinkedIn, and Facebook.

5. You should develop a mentoring plan.
1. Identify and prioritize your mentoring
goals.
2. Identify people who are skilled or
experienced in areas you want to
improve.
3. Determine how nest to build a
relationship with these targeted
individuals.
4. Determine how you can provide value to
your mentor.
5. Determine when it is time to move on.