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Managing Organizational Culture and Change

Yes or No Organizational culture is a system of

shared values, assumptions, beliefs, and norms that unite the members of an organization because it reflects, "What it's like to work here." This becomes apparent through the visible level of the culture, the espoused values that are not observed but rather explained and justified, and through the core beliefs that are widely shared through the organization.

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Core Values

Expressed Values

Visible Culture

Levels of Corporate Culture

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Video:Video:New Belgium

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Organizatio

nal

Culture

What are some core values at NBB?

Key Effects of Key Effects of Organizational CultureOrganizational Culture

Organizational Culture

Employee

Self-management

Stability

Socialization

Strategy

Implementation

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Managing Cultural ProcessesManaging Cultural Processes

Cultural Symbols Company Rituals and Ceremonies

Company Heroes

Stories

Language

Leadership

Organizational Policies and Decision Making

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Characteristics and Types of Characteristics and Types of Organizational CultureOrganizational Culture

Cultural Uniformity versus Heterogeneity

Strong versus Weak Cultures

Culture versus Formalization

National versus Organizational Culture

Characteristics and Types of Characteristics and Types of Organizational Culture Organizational Culture (continued)(continued)

Types: Traditional Control or Employee Involvement Traditional control

emphasizes the chain of commandrelies on top-down control and

orders

Employee involvementemphasizes participation

and involvement

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Four Types of Culture Four Types of Culture ClassificationClassification

◦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

Video:Video:Pike Place Fish Market

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What type of culture classification does Pike Place Fish Market exhibit?

A) Baseball team cultureB) Club cultureC) Academy cultureD) Fortress culture

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Questions:Questions:

1. Identify some of the visible components of org. culture at Pike Place?

2. Does Pike Place have a strong or weak org. culture? How can you tell?

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Types of ChangeTypes 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

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What Are The Sources Of Change What Are The Sources Of Change That Create Tension In Your That Create Tension In Your Life/School/Organization?Life/School/Organization?

On a piece of paper write 3 or more positive changes & 3 or more negative changesShare your information with a partner

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How many of you are afraid of How many of you are afraid of change?change?

If You Are Afraid of

Change,

PLEASE STAND UP

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How many of you think How many of you think Other Other PeoplePeople are afraid of change? are afraid of change?

If You Think Other

People Are Afraid of Change

PLEASE STAND UP

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What does that tell you?What does that tell you?

Most of us are more afraid of change than we

would like to admit – even to

ourselves.

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Are You Comfortable Are You Comfortable Where You Are?Where You Are?

CHANGE WHERE YOU ARE SITTING

NOW!Change Quickly

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How Do You Feel When You Are Told To How Do You Feel When You Are Told To Change Quickly But Do Not Know Why?Change Quickly But Do Not Know Why?

ChangeImposed is

ChangeOpposed

Forces for Change: Forces for Change: Environmental Forces Environmental Forces

Put pressure on a firm’s relationships with customers, suppliers, and employees.

Environmental forces include:TechnologyMarket forcesPolitical and regulatory agencies and laws

Social trends20

Forces for Change: Forces for Change: (continued)(continued)

People – By 2040 US Census predicts a world population of 10 BILLION!!

Technology – Over 80% of the world’s technological advances have occurred since 1900

Information – More information was produced in the 30 years between 1965 – 1995 than was produced in the entire 5,000-year period from 3,00 B.C. to 1965

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Forces for Change: Forces for Change: Internal ForcesInternal 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 ChangeResistance to Change

Self-Interest

Lack of Trust and Understanding

UncertaintyDifferent Perspectives

and Goals

Cultures that Value Tradition

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Fears That Create Resistance Fears That Create Resistance to Change to Change (The Individual)(The Individual)

Fear of Losing One’s IdentityFear of Losing ControlLoss of MeaningFear of Not BelongingLoss of FutureFear of Making a Mistake

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10 Phrases that Deter Us From Changing10 Phrases that Deter Us From Changing

1. “We’ve tried that before.”

2. “That’ll never work.”

3. “They’ll never let us do that.”

4. “Yes, but…”5. “I already know

how it will turn out.”

6. “That’s not how I would do it.”

7. “We’ve always done it that way.”

8. Nobody else does it that way.”

9. “We’ve got more than enough good ideas.”

10.“Whose idea was this, anyway?”

Time

Denial

Bargaining

Anger/ Blame

Depression/Inadequacy

Change

Confusion/Chaos

Test NewRealities

Acceptance

Continue

“A Natural Process”

Neg

ativ

e E

ner

gy

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Personal Survival TechniquesPersonal Survival Techniques

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Personal Survival TechniquesPersonal Survival Techniques

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Personal Survival TechniquesPersonal Survival Techniques

What could

you do

to build

your

business?

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Personal Survival TechniquesPersonal Survival Techniques

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Personal Survival TechniquesPersonal Survival Techniques

Who areyour internalcustomers?

What productor service doyou supply toyour internalcustomers?

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Surviving & Thriving SkillsSurviving & Thriving Skills

On a scale of 1-10, how would you rate your morale?

Where would you like your morale level to be?

What behaviors would you display at that level that you are not currently displaying?

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Surviving & Thriving Surviving & Thriving SkillsSkills

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Prescription for Change:Prescription for Change:Six Simple, But Not Easy, RulesSix Simple, But Not Easy, Rules

Face itAccept it – Don’t Fight

itFloat With It – Don’t

Tense Wit ItLet Time Pass – Don’t

Be ImpatientYou Have To Give Up

Control In Order To Gain Control

“For The Ego To Integrate, It Has To Regress”

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Survival GuidesSurvival Guides

Don’t count on anybody else coming along to relieve your stress.

The organization is going to change – it must – if it is to survive and prosper.

Accept fate, and move on.

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