SPH-R 311 1nd Edition Lecture 5Outline of Last Lecture I. Planning Processes and Techniques A. Why and How Managers PlanB. Types of Plans Used by Managers C. Planning Tools and TechniquesD. Implementing Plans to Achieve ResultsOutline of Current LectureI. Organization Culture and Change A. Organizational Cultures B. Multicultural Organizations C. Organizational change Current Lecture I. Organization culture and changeA. Organizational change- Organizational culture: the system of shared beliefs and values that guides behavior in organizations, also called corporate culture- Organizational culture is what you see and hear when walking around an organization as a visitor, customer or employee- Socialization: the process through which new members learn the culture of an organization - Organizational culture has two levels1. Observable culture— ones sees and hears when walking around an organization as a visitor, customer, employeeo Found in stories, heroes, rituals, ceremonies, rites, legends, metaphors and symbols2. Core culture—consists of the core values, or underlying assumptions and beliefs that shape and guide people’s behaviors in an organizationo Core values: beliefs and values shared by organization memberso Example of core values are integrity, innovation, social responsibility - Value based management: actively develops, communicates, and enacts shared values - Relevance—core values support key performance objectives - Integrity—core values are provide clear, consistent, ethical anchors- Pervasiveness—core values are understood by all members- Strength—core values are accepted by all members- Symbolic leader: uses symbols to communicate values that help create a desired organizational culture o Ever present role models for others to emulate and followo Take all opportunities to highlight and even dramatize core values and the observable culture - Workplace spirituality: creates meaning and shared community among organizational members o People are able to find meaning in their work and experience a sense of shared community through their role in the organization o People are inwardly enriched by meaningful work and a senseof personal connection with other inside and outside of the organization B. Multicultural Organizations - Multiculturalism: organizations involves inclusiveness, pluralism, and respect for diversity - Multicultural organization: has a culture with core values that respectdiversity and support multiculturalism - Five multicultural organization characteristics1. Pluralism—members of both minority and majority cultures are influential 2. Structural integration—minority culture members are well represented in jobs at all levels3. Informal network integration—various forms of mentoring and support groups assist in the career development of minority culture members4. Absence of prejudice and discrimination—a variety of training and task force activities address the need to eliminate culture group biases5. Minimum intergroup conflict—diversity does not lead to destructive conflicts between members of majority and minority cultures - Organizational subcultures: groups of people who share similar beliefs and values based on their work or personal characteristics- Ethnocentrism: the belief that one’s membership groups or subculture is superior to all others- Occupational subcultures: form among persons who share the same professions and skills- Functional subcultures: for among people who work together in the same functional area, such as marketing, sales, and finance- Ethnic subcultures/national subcultures: form among people who work together and have roots in the same ethnic community, country, or region of the world - Gender subcultures: form among persons who work together and share the same gender identities - Five generational subcultures1. Traditionalists—pre-1945 2. Baby Boomers—1945-early 1960s3. X-ers—1965-19904. Y’s/Millennials—1980-1995 5. Internet Gen—after 1995 - Glass ceiling effect: an invisible barrier to advancement by women and minorities in organizations o May trace to male dominant organizational cultures and executive mindsets that have a hard time tolerating women who want both families and careers, thus making it hard for them to resolve the “produce or reproduce dilemma”- Sexual harassment in the form of unwanted sexual advances, requests for sexual favors, and sexually laced comments is a problem female employees in particular may face- Bioculturalism: when minority members adopt characteristics of majority cultures in order to succeed - Managing diversity: a leadership approach that creates an organizational culture that respects diversity and supports multiculturalism C. Organizational Change - Change leader: take initiative in trying to change the behavior of another person or social systemo Confident in abilityo Willing to take chargeo Seize opportunity o Make things happen o Expect surprises - Top down change: the change initiatives come from senior management o Most common reason for failure of top down change is poor implementation - Bottom up change: change initiatives come from all levels in the organization o Made possible by management commitments to empowerment, involvement, and participation - Organizational change pyramid—top levels are likely to be large scale and strategic repositioning changes, middle level often deals with major adjustments in structures, systems, technologies, products, and people, lower levels deal with smaller scale changes to seek continuous improvements in performance - Incremental change: bends and adjusts existing ways to improve performance - Transformational change: results in a major and comprehensive redirection of the organization - Phases of planned change1. Unfreezing: phase during which a situation is prepared for changeo Goal is to get people to view change as a way of solving a problem or pursuing an opportunity2. Changing: phase where a planned change actually takes placeo People need to be prepared3. Refreezing: phase at which change is stabilizedo Stabilizing the change and creating the conditions for its long term continuity o Evaluates results, provides feedback to the people involved, and make any required modifications in the original change 4. Improvising: makes continual adjustments as changes are being implementedo Change leader should continually gather and