SPH R 311 1nd Edition Lecture 5 Outline of Last Lecture I Planning Processes and Techniques A Why and How Managers Plan B Types of Plans Used by Managers C Planning Tools and Techniques D Implementing Plans to Achieve Results Outline of Current Lecture I Organization Culture and Change A Organizational Cultures B Multicultural Organizations C Organizational change Current Lecture I Organization culture and change A 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 levels 1 Observable culture ones sees and hears when walking around an organization as a visitor customer employee o Found in stories heroes rituals ceremonies rites legends metaphors and symbols 2 Core culture consists of the core values or underlying assumptions and beliefs that shape and guide people s behaviors in an organization o Core values beliefs and values shared by organization members o 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 follow o 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 sense of 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 respect diversity and support multiculturalism Five multicultural organization characteristics 1 Pluralism members of both minority and majority cultures are influential 2 Structural integration minority culture members are well represented in jobs at all levels 3 Informal network integration various forms of mentoring and support groups assist in the career development of minority culture members 4 Absence of prejudice and discrimination a variety of training and task force activities address the need to eliminate culture group biases 5 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 subcultures 1 Traditionalists pre 1945 2 Baby Boomers 1945 early 1960s 3 X ers 1965 1990 4 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 system o Confident in ability o Willing to take charge o 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 change 1 Unfreezing phase during which a situation is prepared for change o Goal is to get people to view change as a way of solving a problem or pursuing an opportunity 2 Changing phase where a planned change actually takes place o People need to be prepared 3 Refreezing phase at which change is stabilized o 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 implemented o Change leader should continually gather and process information relating to the change Change strategies 1 Force coercion pursues change through formal authority and the use of rewards or punishment o Direct force takes direct and unilateral action to command that change take