Upload
osgood
View
53
Download
1
Tags:
Embed Size (px)
DESCRIPTION
Organisational Culture. BUSS4 Managing Change - Culture. - PowerPoint PPT Presentation
Citation preview
Organisational Culture
BUSS4 Managing Change - Culture
Organisational culture sums up the spirit, the attitudes, the behaviours and the ethos of the organisation. It is embodied in the people who work within the organisation; traditions that have build up over time seem part of fabric of the buildings
In this section we use Professor Charles Handy’s way of classifying business culture to analyse the culture of an organisation
We also look at how to change a culture and assess the importance of culture
Handy developed four ways of classifying a business culture
The first is the power culture Handy illustrates this as a spider’s web the all-important spider sits in the centre and is the key to
the organisation He is surrounded by ever-widening circles of intimates and
influence. The closer you are to the spider the more influence you
have Organisations with this type of culture can respond quickly
to events But they are heavily dependent for their continued success
on the abilities of the people at the centre They will tend to attract people who are power orientated
and politically minded, who take risks and do not rate security highly.
There are likely to be few rules or procedures and although this encourages flexibility it may result in unethical actions being taken in an attempt to please the boss
The leadership style is autocratic
Role Culture The role culture can be illustrated as a building
supported by columns and beams each column and beam has a specific role to
playing keeping up the building individuals are role occupants but the role
continues even if the individual leaves This type of organisation is characterised by
strong functional or specialised areas coordinated by a narrow band of senior management at the top
the work of the functional areas and the interactions between them are controlled by rules and procedures
Position is the main power source in the role culture
People are selected to perform roles satisfactorily
Role Culture Rules and procedures are the chief methods of
influence This type of organisation is likely to be
successful in a stable environment, where the market is steady, predictable or controllable, or where the product’s life cycle is long
This organisation finds it difficult to adapt to change
Such an organisation will be found where economies of scale are more important than flexibility
Or where technical expertise and specialisation are more important than product innovation or service cost – for example, in many public service organisations.
Task Culture Task culture is job-or project-oriented, and
its accompanying structure can be best represented as a net
Some of the strands of the net are thicker or stronger than others and much of the power and influence is located at the at the knots
Task cultures are often associated with organisations that adopt matrix or project-based structural designs
The emphasis is on getting the job done the culture seeks to bring together the
appropriate resources and the right people at the right level in order to assemble the relevant resources for the completion of a particular project
Task Culture It is a team culture, where the outcome of the
team’s work takes precedence Influence is based more on expert power than on
position or personal power influence is more widely dispersed than in other
cultures. The organisation can respond rapidly since each
group ideally contains all the decision-making powers required.
Individuals find that this culture offers a high degree of autonomy
The task culture is therefore appropriate when flexibility and sensitivity to the market or environment are important, where the market is competitive, where the life of a product is short and/or where the speed of reaction is critical
Control in these organisations can be difficult
Person Culture• Person culture is an unusual culture• This type of culture is illustrated by a loose cluster or
a constellation of stars• In this culture the individual is the focal point• There is no organisational structure• There is no overriding objective• Not many organisations can exist with this sort of
culture because they tend to have some form of corporate objective
• Control mechanisms and management hierarchies are impossible in these cultures except by mutual consent
• People do what they are good at and are listened to for their expertise.
• Examples are lawyers or accountants
Changing the cultureWhen a new CEO joins a business his or
her first impressions will be of the culture
Do the staff put the customer first?Do they enjoy Monday mornings?How do they speak to each other etc If he is unhappy with the culture and
sees it as a barrier to achieving his objectives he may want to change the culture
But can he change the culture? Johnson and Scholes describe the
culture as a complex webA good analogy for a corporate culture is
that it is the DNA of the business
There are so many elements to the culture that it will not be an easy job to change it
If it really is the DNA of the business is it actually possible to change the culture?
Culture is the DNA of a business
Changing the cultureHandy described culture as ‘the way we
do things around here’This tends to be very resistant to change In 2007 Newcastle United FC appointed
the hugely successful Bolton Manager Sam Allardyce to transform its underperforming stars
He brough his own results orientated approach to St James’ part
He soon found himself swamped with supporters’ furty
The Newcastle way (their culture) was for bright, attacking, flair football.
Sam did not last long
Changing the culture For the CEO to change the culture he will need buy in
from the employees He will need to make them understand that there is a
need for change If they don’t believe change is necessary they will not be
committed to it They will need to really believe that it is going to happen They will need to hear a clear and consistent message They will need to see everyone living up to it
If for example part of the change is to cut costs and they see the CEO driving a brand new BMW they will not believe in it
He will need to look at changing every part of the cultural web
He will need to keep showing the employees evidence of change
He will need to find ways of pacifying the resistors Culture takes a long time to evolve and a very long time
to change
Culture change is hard – most attempts encounter problems & resistance
Source: Booz & Co Perspective on Organizational Culture Change
Evaluation Business leaders make lots of claims
about culture among their staff They use words like ‘positive’, ‘can do’,
and ‘entrepreneurial’ Does the fact that the leader is saying it
make it true? No! The leader will never admit that his staff
are lazy, negative or bureaucratic A well-judged answer about culture will
look beyond the hype and search for the evidence
Is there evidence that staff suggestions are welcome and valuable?
Is there evidence that mistakes are seen as learning experiences?
Is there evidence that the staff love their job and look forward to coming to work?