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ONE INTEGRAL CHANGE I WOULD LIKE TO
BRING IN MY ORGANIZATION - GETCO
Presented by:
(1) N K Patel
(2) P R Patel
(3) R S Thakkar
(4) Khushbu Joshi
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CHANGE WE HAVE FOCUSED :
ORGANIZATION CULTURE
Organization Culture?
Culture is the soul of the
organization the beliefsand values, and how theyare manifested. I think ofthe structure as theskeleton, and as the flesh
and blood. And culture isthe soul that holds thething together and gives itlife force.
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WHAT IS CULTURE ?
Important assumptions that members shares incommon.
Culture has a significant role in long termperformance of organization.
It decides the success or failure of anyorganization. Each organization have its own culture.
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CULTURE ?
1. What is the purpose of organizationalculture?
Organizational culture provides stability and
gives employees a clear understanding ofthe way things are done around here.
2. How do you create and maintain culture? An organizations culture is derived from the
philosophy of its founders. It iscommunicated by managers and employeesare socialized into it.
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CULTURE ?
3. What kind of organizational culture might suit you? Organizational cultures can be analyzed in terms of
members friendliness (sociability) and taskorientation (solidarity).
4. Can organizational culture have a downside? A strong culture can have a negative effect, including
pressure-cooker cultures, barriers to change,difficulty in creating an inclusive environment, andhindering mergers and acquisitions.
5. How do organizations manage change? Kurt Lewin argued that successful change should
follow three steps: unfreezing, moving, andrefreezing. John Kotter built on Lewins work to offeran eight-step model. Two other theories include action
research and appreciative inquiry.
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CULTURE ?
6. Why do people and organizations resist change?
Individuals resist change because of basic human
characteristics such as perceptions, personalities,and needs. Organizations resist change because
they are conservative and because change is difficult.
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LEVELS OF CULTURE
Artifacts
Aspects of an organizations culture that you see,
hear, and feel
Beliefs
The understandings of how objects and ideas
relate to each other
Values
The stable, long-lasting beliefs about what is
important
Assumptions
The taken-for-granted notions of how something
should be in an organization
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LAYERS OF CULTURE
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CHARACTERISTICS OF
ORGANIZATIONAL CULTURE
Innovation and risk-taking
The degree to which employees are encouragedto be innovative and take risks.
Attention to detail
The degree to which employees are expected toexhibit precision, analysis, and attention to detail.
Outcome orientation
The degree to which management focuses on
results or outcomes rather than on technique andprocess.
People orientation
The degree to which management decisions takeinto consideration the effect of outcomes on
people within the organization.
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CHARACTERISTICS OF ORGANIZATIONAL
CULTURE
Team orientation
The degree to which work activities are organized
around teams rather than individuals.
Aggressiveness
The degree to which people are aggressive and
competitive rather than easygoing.
Stability
The degree to which organizational activities
emphasize maintaining the status quo in contrast
to growth.
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CONTRASTING ORGANIZATIONAL
CULTURES - GETCO
Existing Culture Dream Culture
Managers must fully document
all decisions. Creative decisions, change, and risks
are not encouraged.
Extensive rules and regulations exist
for all employees.
Productivity is valued over employee
morale.
Employees are encouraged to stay
within their own department.
Individual effort is identified, but
not rewarded.
Management encourages and
rewards - risk-taking and change. Employees are encouraged to
run with ideas, and failures are
treated as learning experiences.
Employees have few rules and
regulations to follow.
Productivity is balanced with treating
its people right.
Team members are encouraged to interact
with people at all levels and functions.
Many rewards are as individual well as team based.
DOING cultureBEING" culture
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CREATING AND SUSTAINING CULTURE:
Selection
Identify and hire individuals who will fit in with the culture.
Top Management
Senior executives establish and
communicate the norms of the
organization.
Socialization
Organizations need to teach the
culture to new employees.
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THE LIABILITIES OF CULTURE
Culture can have dysfunctional aspects in someinstances.
Culture as a Barrier to Change
When organization is undergoing change, culturemay impede change.
Culture as a Barrier to Diversity
Strong cultures put considerable pressure onemployees to conform.
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CHANGE AGENTS
People who act as catalysts and assume the
responsibility for managing change activities.
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OUTSIDE AGENTS
Can offer an objective perspective.
Usually have an inadequate understanding of the
organizations history, culture, operatingprocedures, and personnel.
Dont have to live with the effect after the changeis implemented.
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INTERNAL AGENTS Have to live with the consequences of their actions.
May be more thoughtful.
May be more cautious.
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LEWINSTHREE-STEP CHANGE MODEL
RefreezingMovingUnfreezing
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THREE-STEP MODEL FOR IMPLEMENTING
CHANGE
Unfreezing
Change efforts to overcome the pressures of both individual
resistance and group conformity.
Moving
Efforts to get employees involved in the change process.
Refreezing
Stabilizing a change intervention by balancing driving and
restraining forces.
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UNFREEZING THE STATUS QUO
Time
Drivingforces
Restrainingforces
Desiredstate
Statusquo
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UNFREEZING
Arouse dissatisfaction with the current state.
Activate and strengthen top management support.
Use participation in decision making.
Build in rewards.
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MOVING
Establish goals.
Institute smaller, acceptable changes that
reinforce and support change.
Develop management structures for change.
Maintain open, two-way communication.
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REFREEZING
Build success experiences.
Reward desired behaviour.
Develop structures to institutionalize the change.
Make change work.
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ACTION RESEARCH
A change process based on the systematic
collection of data and then selection of a
change action based on what the analyzed
data indicate.
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Forces for
Change
RESISTANCE TO CHANGE
Direct Costs
Saving Face
Fear of the Unknown
Breaking Routines
Incongruent Systems
Incongruent Team Dynamics
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SOURCES OF INDIVIDUAL RESISTANCE TO
CHANGE
Security
Economicfactors
Individual
Resistance
Fear of
the unknown
Selective
information
processing
Habit
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CYNICISM ABOUT CHANGE
Feeling uninformed about what was happening.
Lack of communication and respect from onessupervisor.
Lack of communication and respect from onesunion representative.
Lack of opportunity for meaningful participation indecision making.
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SOURCES OF ORGANIZATIONAL
RESISTANCE TO CHANGE
Organizational
Resistance
Threat to established
resource allocations
Structural
inertia
Threat to established
power relationships
Limited focus
of change
Threat to
expertise
Group
inertia
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OVERCOMING RESISTANCE TO CHANGE
Education and communication This tactic assumes that the source of resistance lies in
misinformation or poor communication.
Best used: Lack of information, or inaccurate information
Participation and involvement Prior to making a change, those opposed can be brought
into the decision process.
Best used: Where initiators lack information, and othershave power to resist
Facilitation and support The provision of various efforts to facilitate adjustment.
Best used: Where people resist because of adjustmentproblems
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OVERCOMING RESISTANCE TO CHANGE
Negotiation and agreement Exchange something of value for a lessening of
resistance.
Best used: Where one group will lose, and hasconsiderable power to resist
Manipulation and cooperation
Twisting and distorting facts to make them appear moreattractive.
Best used: Where other tactics wont work or are too
expensive Explicit and implicit coercion
The application of direct threats or force upon resisters.
Best used: Speed is essential, and initiators have power
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SOME EXTERNAL FORCES FOR CHANGE
Information
Technology
Globalization
& Competition
Demography
Courtesy National Board of Antiquities, Finland
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Organization Culture - Transformation
It focuses more on internal than external (market) issuesand values stability and control over flexibility and
discretion. This is the traditional command and control
model of organizations, which can work effectively if the
goal is efficiency and the organizational environment is
stable and simple
More focused on external rather than
internal issues. This culture values profit,
productivity, competitive advantage and
achievement
Hierarchy Culture
Market Culture
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SOME EXTERNAL FORCES FOR CHANGE
Information
Technology
Globalization
& Competition
Demography
Courtesy National Board of Antiquities, Finland