Organizational Culture,Organisational Change,Organisational Devolopment

8/3/2019 Organizational Culture,Organisational Change,Organisational Devolopment

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Unit 10


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Definition:

Organizational culture refers to apattern of learned

behaviours that is shared and passed on among themembers ofan organisation.

It comprises ofthe variousassumptions,values,beliefs,norms,rituals,

languageetc.that people in an organisation share

Edgar schein defines Org.culture as a pattern of

shared basic assumptions that the group learned asit solved its problems ofexternal adaptation and

internal integration.


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1) Norms

2) Attention to detail

3) Outcome orientation

4) People orientation

5) Team orientation

6) Observed Behavioural Regularities

7) Dominant Values8) Rules

9) Philosophy

10) Organizational climate

11) Uniformity ofculture

12) Dominant culture

13) Subculture

14) Strong vs weak cultures15) Sharedness

16) Intensity

Read pages 162 163 164 165 166


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1) Selection

2) Top management

3) Socialization

4) Prearrival stage

5) Encounter stage6) Metamorphosis stage

7) Learning culture

8) Stories

9) Rituals and ceremonies

10) Material symbols11) Language

Read pages 166,167,168,169


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The change process

Assess existing culture

Change agent

Introduce alternatives Define a new paradigm

Change must be top-down

Employee participation

Shed the old paradigm Quick transition

Read pages 169,170,171


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Definitions

Change is concerned with making thinsg

different

Change intervention is aplanned action tomake things different

Change agent is a person or a group of

persons who act as catalysts for change andassumes responsibility to include changeprocess


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Organisational devolopment is aterm used to

describe a system oriented approach to

change

It is a term usedfor a variety ofchange-

oriented activities

Described as a complex network ofevents

that enhances the ability ofthe organisation

in adapting to theexternal environment


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1) Work force

2) Changes in technology

3) Changes in economic,social,politicalandphysical environment

4) Changes in competition


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Causes ofresistance to change:

1)Individual resistance

a) Economic factors

b) Habit

c) Fear ofthe unknown

d) Change affects emotions and sentiments

e) Lack ofclarification

f) Opposition onlyfor the sake ofopposition

2)Organisational resistance

a) Built in mechanism

b) Group normsc) Threat to expertise

d) Threat to established power relationships

e) Threat to established resource allocation


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1) Education and communication

2) Participation

3)

Facilitation and support4) Use ofgroup force

5) Leadership for change

6) Negotiation

7) Manipulation

8) corecion


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Kurt lewins three step model

Unfreezing: unlearning the old things in order tolearn new things

Movement:denotes a movemnet to a new state Refreezing: stabilising a change intervention by

balancingdriving and restrainingforce

Drivingforce: direct behaviour awayfrom the

status quo Restrainingforce: hinder movemnet from the

status quo


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Any planned change needs chage

agents.They are

1) External change agent-consultants2) Internal change agent-personnel manager


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Organisation devolopment is another set of

activities which assist significantly the

process ofemployees empowerment

OD intervention serve thefollowing

purposes:

Improve performanceefficiency

Increase innovation

Assist empowerment

Improve quality ofwork life


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1) Limitations ofconventional training

2) Lack of integration through interpersonal

relationship3) Organisation culture


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1) Humanism

2) Problem-solving nature

3) Systems approach

4) Learning through participation(linkerts ODframework diagram pg.198)

5) Top management support and involvement

6) Multiple interventions7) Role ofconsultant or a change Agent

8) Contingency plans


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Brown and covey-attempts to identify OD

values

a) Norms and valuesb) The assumptions and beliefs ofOD

On individuals

On groups On organisation


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OD intervention process-not an instant process

It takes timefor data collection,analysis,implementation osaction plans,feed back,modified action plans andimplementation andfeedback

Thefollowing six phases are identified as standard phases.

Phase 1-problem identification anddiagnosis

Phase 2- Data collection and analysis

Phase 3-finalise recommendations and priorities

Phase 4 Preparation ofAction plans

Phase 5 OD intervention

Phase 6 Evaluation andfollow up


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1) Sensitivity training (Encounter/T-group

training)

2) Surveyfeedback3) Process consultation

4) Team building

5) Intergroup Devolopment

Documents

Organizational Culture,Organisational Change,Organisational Devolopment