Professional Documents
Culture Documents
Organizational Culture,
Change & Development
Pamela S. Lewis
Stephen H. Goodman
Patricia M. Fandt
Copyright 2004 by South-Western, a division of Thomson Learning.
All rights reserved.
Slides Prepared by
Zulema Seguel
Learning Objectives
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Learning Objectives
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How it is to be done.
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Economic crises
Changes in laws or regulations
Social developments
Global competition
Demographic trends
Explosive technological changes
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Substance
Consists of shared systems of beliefs, values,
expectations, and norms.
Form
Consists of the observable ways that
members of a culture express ideas.
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Examining Culture
Through Organizational Artifacts
Artifacts are the cultural routines, rituals,
ceremonies, etc. that we see in public
functions and events staged by the
organization.
Artifacts support and reinforce the
organizations shared beliefs, value
systems, expectations, and norms.
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Special terminology
Abbreviations
Jargon or slang
Gestures
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Culture Issues
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Culture Issues
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Organizational Change
Organizational change refers to any
alteration of activities in an organization.
Alterations can involve:
The structure of the organization
The transfer of work tasks
The introduction of new products, systems,
or technologies or behavior among members.
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Individual Targets
Involves human resource changes.
Changes in this area are triggered by
new staffing strategies or by an effort to
enhance workforce diversity.
The number and skills of the human
resource component.
Improving levels of employee motivation
and performance.
Copyright 2004 by South-Western, a division of Thomson Learning. All rights reserved.
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Group Targets
Involves changes in the nature of the
relationship between managers and
subordinates or the relationships within
work groups.
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Organizational Targets
Changes in any of the following areas:
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Environmental Targets
Involves changing sectors of an
organizations environment
For example, changes in
products or services offered
may require new technology or
a new distribution system
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Step 2:
Communication and Information Sharing
Valuable way to help organization members
learn to embrace change.
To gain the support of employees for the change
efforts, management should consider their most
commonly expressed concerns.
Information - Whats going to happen?
Personal involvement - How will I fit in?
Implementation - How do I get started on the
change?
Impact - What will be different?
Copyright 2004 by South-Western, a division of Thomson Learning. All rights reserved.
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Step 3: Empowering
Others To Act On The Vision
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Step 3: Empowering
Others To Act On The Vision
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Step 4: Institutionalization
or Refreezing the New Approaches
Reinforcing new behavior, usually by positive
results, feelings of accomplishment, or rewards
from others.
The new way of doing things must be embedded
in the new culture including:
Rewards
Changing goals
Policies
Rules
Performance appraisal
Behavior of managers/leaders
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Step 5: Evaluation
An important and often overlooked step.
Management needs to know whether the change had
the intended effects.
Too many managers undertake change with the
mistaken belief that simple because the change was
made, it will be successful.
Evaluation forces the manager to establish criteria
for judging change success before the change is
instituted.
Mangers must also give careful thought as to how
the results of the change will be measured.
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