Managing Organizational
Culture and Change
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Yes or No

Organizational culture is a system of shared
values, assumptions, beliefs, and norms that
unite the members of an organization
because it reflects, "What it's like to work
here." This becomes apparent through the
visible level of the culture, the espoused
values that are not observed but rather
explained and justified, and through the core
beliefs that are widely shared through the
organization.
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Levels of
Corporate
Culture
Visible Culture
Expressed
Values
Core Values
3
Video:
New Belgium
What are some core
values at NBB?
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Key Effects of
Organizational Culture
Employee
Self-management
Organizational
Culture
Stability
Socialization
Strategy
Implementation
5
Managing Cultural Processes
Cultural Symbols
Company Rituals and
Ceremonies
Company Heroes
Stories
Organizational Policies
and Decision Making
Language
Leadership
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Characteristics and Types of
Organizational Culture
 Cultural
Uniformity versus
Heterogeneity
 Strong
versus Weak Cultures
 Culture
versus Formalization
 National
versus
Organizational Culture
Characteristics and Types of
Organizational Culture
 Types: Traditional Control or
Employee Involvement
(continued)
Traditional control
emphasizes the chain of command
relies on top-down control and orders
Employee involvement
emphasizes participation
and involvement
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Four Types of Culture
Classification
◦ Baseball team culture--rapidly
changing environment
◦ Club culture--seeks loyal,
committed people
◦ Academy culture--hires experts
who are willing to make a slow
steady climb up a ladder
◦ Fortress culture--focused on
surviving and reversing sagging
fortunes
Video:
Pike Place Fish Market
10
What type of culture
classification does Pike
Place Fish Market exhibit?
A)
B)
C)
D)
Baseball team culture
Club culture
Academy culture
Fortress culture
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Questions:
1.
2.
Identify some of the visible components
of org. culture at Pike Place?
Does Pike Place have a strong or weak
org. culture? How can you tell?
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Types of Change
 Planned
Change--change that is
anticipated and allows for
advanced preparation
 Dynamic
Change--change that
is ongoing or happens so
quickly that the impact on the
organization cannot be
anticipated and specific
preparations cannot be made
What Are The Sources Of Change That Create
Tension In Your Life/School/Organization?
On a piece of paper write 3 or more positive changes
with a partner
&Share
3 or your
more information
negative changes
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How many of you are afraid of change?
If You Are
Afraid of
Change,
PLEASE
STAND UP
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How many of you think Other People are
afraid of change?
If You Think
Other People
Are Afraid
of Change
PLEASE
STAND UP
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What does that tell you?
Most of us are
more afraid of
change than we
would like to
admit
– even to
ourselves.
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Are You Comfortable
Where You Are?
CHANGE WHERE
YOU ARE SITTING
NOW!
Change Quickly
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How Do You Feel When You Are Told To Change
Quickly But Do Not Know Why?
Change
Imposed is
Change
Opposed
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Forces for Change:
Environmental Forces
 Put
pressure on a firm’s relationships
with customers, suppliers, and
employees.
 Environmental
forces include:
Technology
Market forces
Political and regulatory agencies and laws
Social trends
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Forces for Change: (continued)
People – By 2040 US Census predicts a
world population of 10 BILLION!!
 Technology – Over 80% of the world’s
technological advances have occurred
since 1900
 Information – More information was
produced in the 30 years between 1965 –
1995 than was produced in the entire
5,000-year period from 3,00 B.C. to 1965

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Forces for Change:
Internal Forces
 Arise
from events within the
company.
 May
originate with top
executives and managers and
travel in a top-down direction.
 May
originate with front-line
employees or labor unions and
travel in a bottom-up direction.
Resistance to Change
Self-Interest
Cultures that Value
Tradition
Different Perspectives
and Goals
Lack of Trust and
Understanding
Uncertainty
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Fears That Create Resistance to
Change (The Individual)
Fear of Losing One’s Identity
 Fear of Losing Control
 Loss of Meaning
 Fear of Not Belonging
 Loss of Future
 Fear of Making a Mistake

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10 Phrases that Deter Us From Changing
1.
2.
3.
4.
5.
6.
“We’ve tried that
before.”
“That’ll never work.”
“They’ll never let us
do that.”
“Yes, but…”
“I already know how
it will turn out.”
“That’s not how I
would do it.”
“We’ve always done
it that way.”
8. Nobody else does it
that way.”
9. “We’ve got more
than enough good
ideas.”
10. “Whose idea was
this, anyway?”
7.
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“A Natural Process”
Negative Energy
Change
Continue
Denial
Acceptance
Test New
Realities
Confusion/
Chaos
Anger/ Blame
Bargaining
Depression/
Inadequacy
Time
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What Do I Do Now?
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Personal Survival Techniques
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Personal Survival Techniques
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Personal Survival Techniques
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Personal Survival Techniques
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Personal Survival Techniques
Who are
your internal
customers?
What product
or service do
you supply to
your internal
customers?
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Surviving & Thriving Skills
On a scale of 1-10,
how would you rate
your morale?
What behaviors would
you display at that level
that you are not
currently displaying?
Where would you
like your morale
level to be?
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Surviving & Thriving Skills
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Prescription for Change:
Six Simple, But Not Easy, Rules
Face it
Accept it – Don’t Fight it
Float With It – Don’t Tense
Wit It
 Let Time Pass – Don’t Be
Impatient
 You Have To Give Up
Control In Order To Gain
Control
 “For The Ego To Integrate,
It Has To Regress”



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Survival Guides
Don’t count on
anybody else coming
along to relieve your
stress.
 The organization is
going to change – it
must – if it is to
survive and prosper.
 Accept fate, and move
on.

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