Organizational Behavior Culture & Changes

Group 5 - Organizational Behavior 1

ORGANIZATIONAL CULTURE, SOCIALIZATION & MENTORING

CHAPTER 3

10/3/2015

Group 5 - Organizational Behaviour 210/3/2015

Organizational Culture

Dynamic of Organizational Culture

Functions & Types of Culture

How Culture Form & Embedded

Leader Roles in Managing Culture

310/3/2015 Group 5 - Organizational Behaviour


Dynamic of Organizational

Culture


How Culture Form &

Embedded

Leader Roles in Managing

Culture

Definition:

“the set of shared, taken-for-granted implicit assumption that a group holds & that determines how it perceives thinks about, & reacts to its various environment”




Culture


How Culture Form &

Embedded


Culture

Three important characteristics of organizational culture:

It’s passed on to new employees It influences employees’ behavior at work It operates at different levels




Culture


How Culture Form &

Embedded


Culture




Culture


How Culture Form &

Embedded


Culture

Layer of organization Culture:

Observable Artifacts Espoused Values (espoused vs. enacted) Basic Assumption

Practical Application of Research on ValuesOrganization subscribes to a constellation of value rather that to one only




Culture


How Culture Form &

Embedded


Culture

Organization Goals

Consistency between espoused value & behavior needed

Organization Goals

Organization’s value is consistent with employees’ individual values




Culture


How Culture Form &

Embedded


Culture

Four Function Of Organization Culture :

Culture provides a Organizational

Identity

Facilitate Collective Commitment

Promote social system stability

Culture serves as a control mechanism

for shaping behavior




Culture


How Culture Form &

Embedded


Culture

Types Of Organization Culture




Culture


How Culture Form &

Embedded


Culture

Organization Culture Outcome




Culture


How Culture Form &

Embedded


Culture

The Organization Socialization Process :

The process by which the person learns the values, norms,

and required behaviors which permit him to participate as a

member of the organization.

Organization socialization is the key mechanism used by

organization to embed their organizational cultures.

Turn outsiders to insiders by reinforcing the organization’s

core values & beliefs.




Culture


How Culture Form &

Embedded


Culture

Feldman Three-Phase model




Culture


How Culture Form &

Embedded


Culture

Process of forming and maintaining intensive and lasting developmental relationships between a variety of developers (people who provide career and psychological support) and a junior person .

Mentoring can serve to embed the organization’s culture because:• It creates the sense of oneness by

promoting the acceptance of organization’s core value

• Promote sense of membership

Mentoring is a development – oriented initiative.

Mentoring




Culture


How Culture Form &

Embedded


Culture

Function of Mentoring




Culture


How Culture Form &

Embedded


Culture

Psychosocial Function:

1. Role ModellingThis provide a set of attitude, values, and behaviors for the juniors person to imitate.

2. Provide Acceptance and ConfirmationThis provide encouragement and support and help the apprentice gain self confidence

3. CounselingThis provide an opportunity to discuss personal concerns and

anxieties concerning career prospect, work family, and so – on.

Function of Mentoring




Culture


How Culture Form &

Embedded


Culture

Leader Roles for Creating an Ethical Organization Culture

Primary Embedding Mechanism :

Deliberate role modeling, training programs,

teaching by supervisors

Explicit rewards, status symbols

What leaders pay attention to

Leader reactions to critical incidents and

organizational crisis

The workflow & organizational structure

Recruitment, selection, promotion & exit)




Culture


How Culture Form &

Embedded


Culture

Culture is also could be transmitted to employee through :

Stories – provide explanations Rituals – reinforce key value Design of physical space, work environment & Building Slogan, Language, acronyms and sayings Formal statement of organizational philosophy

Group 5 - Organizational Behavior 18

MANAGING CHANGE AND STRESSCHAPTER 18

10/3/2015


The need for Change

The Change Management Process

Organizational Development & The OD Process

Why People Resist to Change

Leading Organizational Change


The need for Change

The Change Management

Process

Organizational Development

& The OD Process


Leading Organizational

Change

Forces of ChangeExternal

• Demographic Characteristics• Technological Advancements• Shareholder, Customer, and

Market Changes• Social and Political Pressures

The Need for Change

Internal

• Human Resource Problem/Prospects

• Managerial Behavior/Decisions


The need for Change


Process


& The OD Process



Change

Forces that Stimulate Change in Organizations

External forces that stimulate change:

• Demographic characteristics

• Technological advancements

• Shareholder, Customer, and Market changes

• Social and political pressures


The need for Change


Process


& The OD Process



Change

Forces that Stimulate Change in Organizations

Internal forces that stimulate change:

• Human resource problems• High turnover• Perceptions of unfair

treatment• Managerial

Behavior/Decisions• Excessive interpersonal

conflict• Inadequate direction or

support


The need for Change


Process


& The OD Process



Change

Types of Organizational Change

Adaptive Change

Innovative Change

Radically Innovative

Change

Reintroducing a familiar

practice

Introducing a practice new to the

organization

Introducing a practice new

to the industry

Degree of complexity, cost, and uncertainty Potential for resistance to change

Low High

10/3/2015 Group 5 - Organizational Behaviour 24

The need for Change


Process


& The OD Process



Change

Lewin’s Change Model

Changing– Provides new information, new behavioral

models, or new ways of looking at things

Refreezing– Helps employees integrate the changed

behavior or attitude into their normal way of doing things

• Unfreezing- Creates the motivation to change

• Benchmarking Data• Financial data, emerging trends


The need for Change


Process


& The OD Process



Change

A Systems Model of Change

Organizing Arrangement

s

PeopleGoalsSocial

Factors

Methods

Target Elements of Change

Internal

Strengths

WeaknessesExternal

Opportunities

Threats

Inputs

Internal

Organizational level

Department/ group level

Individual level

Outputs

Strategy


The need for Change


Process


& The OD Process



Change

Kotter’s Eight Steps for Leading Organizational Change

Create and implement a communication strategy that consistently communicates the new vision and strategic plan

4) Communicate the change-vision

Create a vision and strategic plan to guide the change process

3) Develop a vision and strategy

Create a cross-functional, cross-level group of people with enough power to lead the change

2) Create the guiding coalition

Unfreeze the organization by creating a compelling reason for why change is needed

1) Establish a sense of urgency

DescriptionStep


The need for Change


Process


& The OD Process



Change


Reinforce the changes by highlighting connections between new behaviors and processes and organizational success

8) Anchor new approaches in the culture

The guiding coalition uses credibility from short-terms wins to create change. Additional people are brought into the change process as change cascades throughout the organization

7) Consolidate gains and produce more change

Plan for and create short-term “wins” or improvements

6) Generate short-term wins

Eliminate barriers to change, use target elements of change to transform the organization

5) Empower broad-based action

DescriptionStep


The need for Change


Process


& The OD Process



Change


a set of techniques or tools that are used to implement organizational change


The need for Change


Process


& The OD Process



Change

How OD Works


The need for Change


Process


& The OD Process



Change

Test Your Knowledge

Which of the following would be considered an effective organization development approach?

a. A manager decides to move everyone’s office around for “something different”

b. An HR department decides to restructure the performance management process affecting every employee. They decide not to bother top management during the decision process.

c. An experienced OD consultant reorganizes an American company with great success. He plans on executing the same plan in a Chinese company.

d. Top management and OD consultants work together to create a more participative decision-making culture.


The need for Change


Process


& The OD Process



Change

Causes of Resistance To Change 1. Individual’s predisposition toward

change;2. Surprise and fear of the unknown3. Fear of failure:4. Loss of status and/or job security5. Peer pressure6. Past success

1. Decisions that disrupt cultural tradisions or group relationship;

2. Personality conflict;3. Lack of tack or poor timing;4. Leadership style;5. Failing to legitimate change

1. Positive trusting realtionship

2. Make the change process an open, honest and participative affair

3. Employees are more willing to expend extra effort and take chances with something different.


The need for Change


Process


& The OD Process



ChangeSix Strategies for Overcoming Resistance to Change

Approach Commonly Used in Situations Where:

Advantages Drawbacks

Education and Communication

There is a lack of information or inaccurate information & analysis

Once persuaded, people will often help with implementation of change

Can be very time consuming if lots of people are involved

Participation and Involvement

The initiators do not have all the information they need to design the change & others have considerable power to resist

People who participate will be committed to the implementation of change

Can be very time consuming if participators design an inappropriate change

Facilitation and Support People are resisting because of adjustment problems

No other approach works as well with adjustment problem

Can be very time consuming, expensive and still fail

Negotiation and Agreement

Someone or some group will clearly lose out in a change and where that group has considerable power to resist

Sometimes it is a relatively easy way to avoid major change

Can be too expensive in may cases if it alerts other to negotiate for compliance

Manipulation andCo-optation

Other tactics will not work or are too expensive

It can be relatively quick and inexpensive

Can lead to future problems if people feel manipulated

Explicit and Implicit Coercion

Speed is essential and where the change initiators possess considerable power

It is speedy and can overcome any kind of resistance

Can be very risky ad leave people mad at the initiators


The need for Change


Process


& The OD Process



Change

Occupational Stress


The need for Change


Process


& The OD Process



Change

Moderator of Occupational Stress

• Moderators variables that cause the relationships between stressors, perceived stress and outcomes to be weaker for some and stronger for others

• Managers with a working knowledge of important stress moderator can confront employee sress in the following ways:• Awareness of moderators helps identify those most likely to experience

stress and its negative outcomes. Stress reduction programs then can be formulated for high risk employee

• Moderators, in and of themselves, suggest possible solutions for reducing negative outcomes of occupational stress


The need for Change


Process


& The OD Process



Change

Type A Characteristics

1) Hurried speech; explosive accentuation of key words2) Tendency to walk, move, or eat rapidly3) Constant impatience with rate at which most events take place4) Strong preference for thinking of or doing two or more things at once5) Tendency to turn conversations around to personally meaningful subjects or

themes6) Tendency to interrupt while others are speaking to maker your point or to

complete their thought in your own words.7) Guilt feelings during periods of relaxation or leisure time.8) Tendency to be oblivious to surroundings during daily activities9) Greater concern for things worth having than with things worth being.10) Tendency to schedule more and more in less and less time; a chronic sense of time

urgency11) Feelings of competition rather than compassion when faced with another Type A

person12) Development of nervous tics or characteristic gestures13) A firm belief that success is due to the ability to get things done faster than the

other guy14) A tendency to view and evaluate personal activities and the activities of other

people in terms of “numbers”

10/3/2015 Group 5 - Organizational Behaviour 36

The need for Change


Process


& The OD Process



Change

Stress-Reduction Techniques

Irrational or maladaptive thoughts are identified and replaced with those that are rational or logical.

4) Cognitive Restructuring

The relaxation response is activated by redirecting one’s thoughts away from oneself; a four-step procedure is used to attain passive stress-free state of mind

3) Meditation

A machine is used to train people to detect muscular tension; muscle relaxation is then used to alleviate this symptom of stress

2) Biofeedback

Uses slow deep breathing and systematic muscle tension reduction.

1) Muscle Relaxation

DescriptionTechnique

An interdisciplinary approach that goes beyond stress reduction by advocating that people strive for personal wellness in all aspects of their lives

5) Holistic wellness


The need for Change


Process


& The OD Process



Change

Organizational change is management’s attempt to have

employees behave, think, or perform

differently.

The Big Opportunity

1CREATESense of urgency

8 INSTITUT

EChange

2 BUILDGuiding

Coallition

6 GENERATE

Short Term Wins

4 ENLIST

Volunteer Army

7SUSTAINAcceleration

3 FORMStrategic Visions & Initiatives

5 ENABLEAction by Removing Barriers


Group 5 - Organizational Behaviour 38

CASE ANALYSIS

10/3/2015

THE REGENCY GRAND HOTEL


The Story Summary Case Symptoms

Case Diagnosis

Problem Solving

The Regency Grand Hotel (5 Star) run by a Thai Manager since last 15 years are very successfully

All Employees (700) are happy

Excellent benefits, salaries, job security and large bonus

Acquired by large American Hotel Chain and Keep all the most employee

John Becker appointed as New General Manager



Case Diagnosis

Problem Solving

John applies Empowerment

- Guest Oriented and excellent customer service

- Consider guest needs case-by-case

- Reward and punisment (dont make the same mistake)

- Only Complex Issues will be brought to the supervisors

John Reduce Bureaucratic rules

- Decison making for Front liner (can do upgrade room)

- Good decision doesn’t get positive feedback

- Supervisor upset about authorities power



Case Diagnosis

Problem Solving

Middle manager-supervisor upset and resigning

Employees difficulty in discriminating between major and minor issues

Lack of motivation and no positive feedback from high level position

Low Profitability and Drop the hotel image’s

Many employees resign


The Cultural issue Different at the time of thai management

The Leadership Style :

- Before more directive and task oriented

- New participative and people oriented

Empowerment of the front liner lead to low motivation of the supervisor and middle manager

The Rule and goals was not properly defined

- Employee failed to distinguish between major and minor issues

- Which affected to hotel performance


Case Diagnosis

Problem Solving



Case Diagnosis

Problem Solving

Develop the knowledge of the Thai Culture

Give performance based reward and benefits to the employees to enchance their moral and performance

Clear job designs and job descriptions this will remove ambiguity whichs decision to be made by manager or supervisor.

Dont Empower the front line employees


Documents

Organizational Behavior Culture & Changes