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  • Organisational culture shift

    ,

  • A strong culture helps:

    To reduce uncertainties

    To make expectations clear

    To perpetuate key values across

    generations of members

    To bind members together

    To elucidate a vision for the future.

  • CULTURE:

    The way things are

    done around here

  • An organisations culture is reflected by:

    what is valued

    the dominant leadership styles

    the language and symbols

    the procedures and routines

    the definitions of success that

    make the organisation unique.

  • The levels of culture

    Global culture at the broadest level

    Sub-group culture

    Organisational culture

    Sub-cultures within departments

  • Organisational Culture Assessment Instrument(OCAI)

    .

    Level of diversity

    Le

    ve

    l o

    f f

    lex

    ibilit

    y

    AdhocracyClan

    MarketHierarchy

    Unity Diversity

    Flexibility

    Control

  • Hierarchy

    Standardised rules and procedures

    Impersonality

    Accountability

    Uniformity of products and services

    Clear lines of decision making

    Control

  • Market

    Profitability

    Bottom line results

    Strength in market niches

    Achieving stretch goals and targets

    Seek secure customer bases

    Results-oriented

    Leaders tough and demanding

    An emphasis on winning

  • Clan

    Largely imported from Japan

    Corporate commitment to employees

    Main task of management - empower employees

    Participative, a sense of we-ness

    Consensus

    Teamwork

    Shared values and goals

    Seemed like an extended family

    High commitment by employees

  • Adhocracy

    Responsive to hyper-turbulent 21st century

    Assume innovative initiatives lead to

    success

    Management - foster cutting edge activity

    Emphasis on a vision for the future

    Organised anarchy

    Power flows from individual to individual or

    from task team to task team

    Emphasis on risk taking

    Derived from Ad hoc

  • The highest performing leaders

    skilled to succeed in all

    four quadrants.

    * hard and soft

    * entrepreneurial and controlled.

  • Changing an Organisational Culture

    .

  • Step1. Reach consensus on the present culture.

    What management behaviours reflect your ratings?

    What is being ignored?

    What is most highly valued by members?

    How is the organisation different now from the way it was

    in the past?

    What events reflect the culture?

    What symbols depict the culture?

    What are our present values?

  • Step 2. Reach consensus on the preferred culture.

    What will our organisation be like to be highly successful?

    What trends should we be aware of?

    In what areas would we like to be at the leading edge?

    Where are we currently underdeveloped?

    What will our prospective attenders require of us?

    If we were to dominate the churches of the city, what would we need to change in our organisation?

    What are our preferred values?

  • Step 3. Determine what the changes will & will not mean.

    What are the attributes that we want to emphasise

    as we move to the next quadrant?

    What characteristics should dominate?

    What attributes should be reduced or abandoned?

    What characteristics should be preserved?

    What continues to be important in the old culture?

    What are the most important trade-offs?

    How will we recognise the new culture?

  • YOUR TOPIC GOES HERE

    .

    ClanClan culture increase means:

    More membership empowerment

    More participation and involvement

    Mort teamwork

    More horizontal communication

    A more caring climate

    More recognition of volunteers

    Clan culture increase does not

    mean:

    A culture of niceness

    Lack of standards and rigor

    An absence of tough decisions

    Slacking off

    Tolerance of mediocrity

    AdhocracyAdhocracy culture increase

    means:

    More member suggestions

    More process innovativeness

    More thoughtful decision making

    Tolerance of first-time mistakes

    More listening to customers

    Adhocracy culture increase does

    not mean:

    Everyone for himself/herself

    Covering up of errors

    Thoughtless risk taking

    Taking our eyes off the ball

    Spending money on the latest fad

    No coordination of ideas

    HierarchyHierarchy culture decrease means:

    More decentralised decisions

    Fewer roadblocks and less red tape

    Less micromanagement

    Trying out more crazy ideas

    Eliminating paperwork

    Hierarchy culture decrease does not

    mean:

    Lack of measurement

    Not holding people accountable

    Not following rules

    A non-orientation toward change

    MarketMarket culture decrease means:

    Ongoing commitment to excellence

    Goal accomplishment

    Energised employers

    Less myopic thinking about targets

    A less punishment environment

    Market culture decrease not

    mean:

    Less pressure on performance

    Fewer satisfied customers

    Missing deadlines

    Lower quality standards

    Less competitiveness

  • Step 4. Identify illustrative stories and totems

    What are the attributes that we want to emphasise

    as we move to the next quadrant?

    What characteristics should dominate?

    What attributes should be reduced or abandoned?

    What characteristics should be preserved?

    What continues to be important in the old culture?

    What are the most important trade-offs?

    How will we recognise the new culture?

  • Step 5. Identify illustrative stories and totems

    What non-value-adding activities need to be

    terminated?

    Where should we begin?

    What builds support for the change?

    What resources need to be gathered?

    What symbolic events can be initiated that signal the

    beginning of a new culture?

    How can the new cultural values be communicated?

    What metaphors reflect the new culture?

  • .

    .

    Clan

    What should we do MORE

    of?

    What should we START?

    What should we STOP?

    Adhocracy

    What should we do

    MORE of?

    What should we START?

    What should we STOP?

    Hierarchy

    What should we do MORE

    of?

    What should we START?

    What should we STOP?

    Market

    What should we do

    MORE of?

    What should we START?

    What should we STOP?

  • Suggestions

    1. Identify small wins.

    2. Generate social support.

    3. Design follow-up and accountability.

    4. Provide information.

    5. Measure.

  • Suggestions

    6. Create readiness. This may be fostered by:

    Identifying the advantages of the future state

    Identifying the disadvantages of not changing

    Showing gaps between current performance and future

    required performance

    Providing needed resources to implement change

    Rewarding behaviours compatible with the desired change.

    7. Explain why.

    8. Hold a funeral.

    9. Implement symbolic as well as substantive change.

    10. Focus on process.

  • Step 6. Develop an implementation plan

    In what ways can employees carry out the change

    strategies?

    How can continuous communication of the new

    cultural values be ensued?

    What information needs to be shared and with

    whom?

    How will we know we are making progress in the

    change effort?

    What are the key indicators of successful change?

  • For Nowra C of C (1)

    .

    Level of diversity

    Le

    ve

    l o

    f fl

    ex

    ibilit

    yAdhocracyClan

    MarketHierarchy

    In 2007, secular management is moving from the two

    lower segments into the two higher segments.

  • For Nowra C of C (2)

    .

    AdhocracyClan

    MarketHierarchy

    Hierarchy & Clan are maintenance.

    Adhocracy & Market are missional.

    To be missional, we must major on the right hand quadrants.

  • For Nowra C of C (3)

    .

    AdhocracyClan

    MarketHierarchy

    At Nowra, I began working in Hierarchy, then Market.

    Much time is being spent in Clan.

    Now we are beginning to work increasingly in Adhocracy.

  • For Nowra C of C (4)

    .

    Level of diversity

    Le

    ve

    l o

    f fl

    ex

    ibilit

    y

    AdhocracyClan

    MarketHierarchy

    Working in Adhocracy: In

    church worship and other activities,

    we are planning to use more

    creativity and innovation to keep

    abreast of changing culture.

    Working in Market: In

    Developing a New Identity, we will be

    doing considerable market research

    so we can target our prospective

    market accurately.

  • YOUR TOPIC GOES HERE

    .

    ClanClan culture increase means:

    More membership empowerment

    More participation and involvement

    More teamwork

    More horizontal communication

    A more caring climate

    More recognition of volunteers

    Clan culture increase does not

    mean:

    A culture of niceness

    Lack of standards and rigor

    An absence of tough decisions

    Slacking off

    Tolerance of mediocrity

    AdhocracyAdhocracy culture increase

    means:

    More member suggestions

    More process innovativeness

    More thoughtful decision making

    Tolerance of first-time mistakes

    More listening to customers

    Adhocracy culture increase does

    not mean:

    Everyone for himself/herself

    Covering up of errors

    Thoughtless risk taking

    Taking our eyes off the ball

    Spending money on the latest fad

    No coordination of ideas

    HierarchyHierarchy culture decrease means:

    More decentralised decisions

    Fewer roadblocks and less red tape

    Less micromanagement

    Trying out more crazy ideas

    Eliminating paperwork

    Hierarchy culture decrease does not

    mean:

    Lack of measurement

    Not holding people accountable

    Not following rules

    A non-orientation toward change

    MarketMarket culture decrease means:

    Ongoing commitment to excellence

    Goal accomplishment

    Energised employers

    Less myopic thinking about targets

    A less punishment environment

    Market culture decrease means:

    Less pressure on performance

    Fewer satisfied customers

    Missing deadlines

    Lower quality standards

    Less competitiveness

    5. This table enables us to work in all four segments simultaneously,

    using the strengths of each segment but avoiding the weaknesses.

    Nowra Church of Christ 5: an approximation of future culture

  • Inte

    gra

    tio

    n

    Diffe

    ren

    tiatio

    n

    Flexibility

    Control

    Clan (A) Adhocracy (B)

    Hierarchy (D) Market (C)

    10

    20

    30

    40

    50

    10

    20

    30

    40

    50

    Multi-national manufacturer

  • Inte

    gra

    tio

    n

    Diffe

    ren

    tiatio

    n

    Flexibility

    Control

    Clan (A) Adhocracy (B)

    Hierarchy (D) Market (C)

    10

    20

    30

    40

    50

    10

    20

    30

    40

    50

    Government agency

  • Inte

    gra

    tio

    n

    Diffe

    ren

    tiatio

    n

    Flexibility

    Control

    Clan (A) Adhocracy (B)

    Hierarchy (D) Market (C)

    10

    20

    30

    40

    50

    10

    20

    30

    40

    50

    Multi-national manufacturer

  • Un

    ity

    Div

    ers

    ity

    Flexibility

    Control

    Clan Adhocracy

    Hierarchy Market

    10

    20

    30

    40

    50

    10

    20

    30

    40

    50

    Nowra C of C

    We have placed

    ourselves in all

    four segments to

    face the hard facts

    in our IIM church.

  • Un

    ity

    Div

    ers

    ity

    Flexibility

    Control

    Clan Adhocracy

    Hierarchy Market

    10

    20

    30

    40

    50

    10

    20

    30

    40

    50

    Nowra C of C

    We have placed

    our targets in all

    four segments

    where we believed

    Jesus would want

    His church to be in

    our particular

    setting.

    We shaped our entire

    programme according to

    the placements made.

    Goals in each segment

  • EMPOWERMENT

    Mentoring/discipleship training for mature Christians

    Increased discipling of new Christians

    Baptismal and membership training

    Leadership training

    Strengthening the assimilation process

    Irregular Sat meetings for Thirty Somethings

    Strengthen Life Groups; include regular training

    Encouragement of more people to attend Life Groups

    Form Peer Pastoral Care to strengthen pastoral care

    Train three new youth leaders by leading outsider trainer

    Begin discipling of people who attend Life Youth

    MISSIONAL

    Possible development of a fellowship of evangelists

    that supports, encourages and resources individual

    evangelists within the congregation

    Improvement of our Website so that it ministers of

    itself in the wider community

    Begin a trial of Christian Rock Concerts in association

    with the person who heads Toowoombas Easter

    Concerts to attract local community youth

    Possible development of Parachurch aspects of the

    church with links into the community

    Possible fundraising/evangelistic concert

    ORGANISATIONAL

    Appointment of an Operations Manager

    Strengthening of processes and procedures

    Strengthening of internal communication

    Strengthening the organisation of the various ministries

    of the church

    Relieve the new Senior Pastor of Administration

    Seek an external Senior Pastor who has a track record of

    developing strong churches in Australia

    ATTRACTIONAL

    Provide Playtime with equipment and assist them in

    promotion of their ministry into the community

    Painting a new Noticeboard targeted to 25-35s

    Increased promotion of SS in the community

    Development of 2 evangelistic home groups

    Hopefully a Moveable Noticeboard that can be changed

    at regular intervals

    Develop our Website so that it attracts people from our

    community to our ministries and worship services

    Strengthening of existing ministries to enable them to

    function more evangelistically.

    Above chart was developed at another IIM church.

  • Evangelical Edge

    The term, Edge, offers great opportunities for the Evangelical Church.

    Edges are the places where the inside and the outside meet. As such, they tend to be where the action is. In nature, in civilization, and, indeed, in business, the peripheries teem with the most fascinating interactions. Where things meet, opportunities abound. (A. Nguyen, 2016. evangelicaledge.net )