2. Corporate Culture "the way we do things around here” combined beliefs, values, ethics, procedures, and atmosphere of an organization consists of largely unspoken values, norms, and behaviors that become the natural way of doing things culture may be more apparent to an outsider than an insider. Link to video

3. Observable culture is what you see and hear when you walk around an organization. Four elements of daily organization life. 1.Stories - oral histories and tales 2.Heroes - people singled out for special attention and whose accomplishments are recognized 3.Rites and rituals - the ceremonies and meetings which celebrate important occasions and performance accomplishments. 4.Symbols - the special use of language and other non-verbal expressions

4. Core culture consists of the values and beliefs that shape and guide people’s behaviour. These core values contribute to the observable culture in an organization. Core Values: ▫Performance Excellence ▫Innovation ▫Social Responsibility ▫Integrity ▫Customer Service ▫Teamwork ▫Worker Involvement LINK

5. Organizational Change Change is not only something that happens to an organization, change is something that organizations should actively seek out Change leaders versus Status Quo Reactive versus Planned change

6. External forces for change include: developments in information technology; increased market competition; economic conditions, e.g., unemployment, availability of credit, and interest rates; government laws and regulations, e.g., workplace safety standards, access for people with disabilities, and pay equity; social forces, values; globalization.

7. Internal forces for change include: implementation of a growth plan; evolution of the organizational culture; change in key management positions; downsizing or restructuring; merger or acquisition.

8. Models of Change Top down Change Bottom Up Change Integrated Change Leading Planned Change 1.Unfreezing – create a need for change 2.Changing – implement change 3.Refreezing – stabilize the change

9. 8 Alternative change strategies and their leadership implications.

10. Attitudes toward Change 1.Supporters 2.Skeptical 3.Rationally Opposed 4.Never Change

11. 10 SOURCES OF RESISTANCE FEAR OF UNKNOWN DISRUPTED HABITS LOSS OF CONFIDENCE LOSS OF CONTROL

12. 11 SOURCES OF RESISTANCE POOR TIMING WORK OVERLOAD LOSS OF FACE LACK OF PURPOSE

13. Ken Blanchard IBM Change TEDtv