1. 1 ORGANIZATIONAL CULTURE

2. 2 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.

3. 3 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.

4. 4 Discussion Questions - Video HHow do the cultures of the three companies differ? How are they similar? HHow well do you think a UCP employee would fit in at one of the other companies? FFor which of these companies would you like to work? WWhat predictions would you make for the impact of an economic decline on the culture of the 3 companies?

5. 5 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

6. 6 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

7. 7 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)

8. 8 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

9. 9 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?)

10. 10 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.

11. 11 The Change Process Continued  Formulate goals  Manage the change  Measure results and make needed change Throughout the process – recognize resistance to change

12. 12 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)

13. 13 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

14. 14 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.

15. 15 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)