S3_G8_OrgCultures

8/3/2019 S3_G8_OrgCultures

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Presented by:

Section 3 Group 8:

Dagar Katyal

Mohammed Khurram

Prachi Sawant

Shuchita Shekhar

Vivek Joseph

CHANGING

ORGANIZATIONAL

CULTURES: and their impact on employees


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Company cultures are like country cultures.

Never try to change one. Try, instead, to workwith what you've got.

- Peter Drucker


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The Story

y Defining organizational culture

y What shapes an organizations culture

y The employee perspective

y Change : The inevitabley New age cultural drivers

y Coping up

y Change and You


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Defining organizational culture

The way we do things!!

Organizational culture refers to a system

of shared meaning held by members that

distinguishes the org from otherorganizations.

An active living phenomenonthrough which people jointly

creates and recreates the worlds in

which they live.


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Functions performed by Org. culture

y Employee Self Management

y Sense of shared identity

y Generation of commitment

yStabilityy Sense of continuity

y Satisfies need for predictability, security and comfort

y Socialization

y Internalizing or taking organizational values as ones own

y Implementation Support of the Organizations Strategy

y If strategy and culture reinforce each other, employees find it

natural to be committed to the strategy


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Levels of Organizational Culture

VisibleCulture

ExpressedValues

CoreValues


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Org. Culture and Employee


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What shapes an organizations

culture

y Leadership philosophy : Core beliefs, value system

y Leadership style : authoritarian, participative, declarative

y People orientation : how important are your employees

y Rituals Routines : daily practices, work hours etc

y Assumptions and beliefs


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The employee perspectiveOrganizational culture is the social glue that bonds people together and makes

them feels part of the organization experience.

y Culture affects performance and not vice-versa

y Defines daily behaviour and org. performancey Affects employee morale, retention, commitment,

productivity, innovation

y Defines boundaries

y Defines the expectations of your job, peers, seniors

y

Conveys a sense of identityy Acts as a control mechanism

y Creates a climate: the shared beliefs and perceptions


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If you dont use culture, culture will

use youy If you are not aware, it will shape you

y Human beings Copy, Coach and Correct each other into a

groupy E.g. Enron, Satyam


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Change the inevitable

y Organizational cultures do not change easily

y It is a gradual process : measured in years.

y What brings change in the org. culture:

yCrisis

y Leadership change

y Org. size

y Cultural strength : Weak or rigid cultures lead to employee frustration,

dissatisfaction, weakening performance of employee and org. as a wholey Changing customer needs : Increased sensitivity to customer needs;

demands change in employee perceptions, behaviours, expectations

y Structural changes: Business alignments, mergers and acquisitions,

y Strategic refocus: Change in business processes, a paradigm shift


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New age cultural driversy Changing businesses : Growing trend of mergers and

acquisitions has increased the need for adapting cultures.Statistics reveal 90 percent of acquisitions don't live up to expectations commonly due to

culture clashes

y E

mployee retention: Differentiation at the work placehas become a major concern in the current environment ofincreasing skills, talents, innovation and creativity based roles.

y The Humane Touch :

Increasing sensitivity to employee needsits about giving people tools to imagine new possibilities.

E.g. Google work culture


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Coping upy Organizations change when the people in them change.

y Humans have a natural tendency to resist change.

y Organizational culture must be nurtured to accept change at alllevels

y The cultural shift is not a day long task.

y Communication across hierarchy

y Employee engagement

y

Incremental changesy Process changes require training

y E.g. Cultural changes at P&G

y [ earlier style Autocratic, no employee interaction, no need analysis,aggressive decisions reduction in hierarchy, retrenchment ofemployees, focus on coaching, team collaboration]


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Change and You"People don't resist change. They resist being changed! -Peter Senge

yYOUas a leader of tomorrow:

y Selling change for the sake of change

itself provides little motivation to the intended recipients toembrace the cause.

y Part of planning and formalizing this process is to establish

the mandate, soft sell the process and highlight the planned

benefits.y People need to see the positive side of change

y It is very important that people understand the why part of

the process. Failure to convey information in a meaningful

way can create confusion which hinders the uptake.


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Change and You (Cont.)It is not about Why Change, it is about Why do we resist change

y Strong leadership and team leaders

can help to win the support of the broad

majority.

yEffective leadership requires the clear,concise and positive articulation of the change process.

y A failure to properly manage the change process can result in

a dysfunctional culture where people try to apply old

outdated modes of operation that are incompatible with newand improved ways to do things.

y Match the culture before hiring

y Periodic assessment of the impact on performance


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If you want to change the culture, you will have

to start by changing the organization.- Mary Douglas


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