ORGANIZATIONAL
CULTURE
1
What Is Organization
Culture?
There is no single widely accepted
definition.
– Most common definition: the set of
values that helps the organization’s
employees understand which actions
are considered acceptable and which
actions are considered unacceptable.
2
Definitions of culture have three
things in common:
• They define culture in terms of the
values that individuals in
organizations use to prescribe
appropriate behavior.
• They assume that values are usually
taken for granted.
• They emphasize the stories and other
symbolic means through which the
values typically are communicated.
3
Discussion Questions - Video
How do the cultures of the three companies
differ? How are they similar?
How well do you think a UCP employee
would fit in at one of the other companies?
For which of these companies would you
like to work?
What predictions would you make for the
impact of an economic decline on the
4
culture of the 3 companies?
Examine Elements of Culture
Use form on p.331 to rate the culture of
your company (past, present or school)
Categorize the culture (p. 323-324)
Think of an example ritual, story, symbol
or use of language to typify your culture
(Robbins, pp. 239-241)
Share above with team members
Team – vote on “best” and “worst” culture
5
Match Between Your Needs an
Culture – Check out
Organizational Documentation
http://www.southwest.com/about_swa/miss
ion.html
http://www.amrcorp.com/corpinfo.htm
6
Modeling and Observing Exercise
Page 327
Assignment of roles – Phyllis, Diane &
Pete
Class – read the situation and all roles
Role players - read situation & your role
Class – Read observer’s rating sheet (page
329). Make sure you know the criteria (see
page 323)
7
Organizational Change
All organizations must and do change
What can be changed
– Goals, strategies, technology, job design,
structure, processes, culture, people
How to change (process of change)
– Kurt Lewin’s model of unfreezing, change and
refreezing
8
Managing the Planned Change
Process
Use the scientific method
Recognize the need for change
Diagnosis of change and impact
– Stakeholder analysis – needs & impact
– Force field analysis (what drives and
restrains change?)
9
Force Field Analysis
Forces for the change Forces against change
(reasons the change is
(reasons the change
needed)
might be resisted)
Arrows can depict the strength of the forces.
10
The Change Process Continued
Formulate goals
Manage the change
Measure results and make needed
change
Throughout the process – recognize
resistance to change
11
Personal Sources of Resistance
Habit
Security
Economic factors
Fear of the unknown
Lack of awareness or information
Social factors (group norms)
Resentment toward initiator (lack of trust)
12
Common Methods to Overcome
Resistance
Communicate
Attend to individual differences
Convey a holistic view
Start small
Insist upon participation (do not let people
engineer themselves out of a job)
Elicit top management support
Reward acceptance of change
Manipulate, co-opt and coerce
13
Analysis of Change – Case “The
Providence Privateers”
 Read the case (handout).
 Read the instructions
 One or two teams will be selected to represent the
owners – other teams – consultants – they decide
on who gets contract
 Prepare 5 – 7 minute presentation addressing case
questions
 Consult the experts – Robbins: Ch. 17,
Hunsaker, pp. 374-385.
14
Do people always resist change?
No – not if it is perceived as acceptable
(necessary and attainable)
No – not if it is perceived as being
beneficial to the individual
Yes, if it is seen as unnecessary,
unattainable or involves one or more of the
classic causes of resistance (politics, low
tolerance for change, misunderstanding, etc)
15