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BUS203-F2017 > Culture & Change > Flashcards

Culture & Change Flashcards

1
Q

What is organization culture?

A

The basic pattern of shared values and assumptions shared within the organization.

Company’s DNA–invisible, yet powerful template that shapes employee behaviour.

Enacted, not espoused values and assumptions.

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2
Q

What are artifacts? What are some examples of artifacts?

A

Observable symbols of signs and culture.

Examples:

Stories and Legends
- personifies company values

Ritual and Ceremonies

  • dramatic the culture
  • communication, time and place for lunch, pace at work

Organizational Language
- jargon, what things are referred to and how much they are referred to

Physical Structures/symbols
- building, art, office layout

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3
Q

What is organizational culture strength? When do strong cultures exist?

A
  • how widely and deeply employees hold the company’s dominant values and assumptions.

Exist when:

  • most employees understand/embrace the dominant values
  • values and assumptions are institutionalized through well-established artifacts
  • culture is long lasting – often traced back to founder
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4
Q

What are the five components of changing/strengthening organizational culture?

A
  • actions of founders and leaders
  • align artifacts with the desired culture
  • introduce culturally consistent rewards and recognition
  • support workforce stability and communication
  • use attraction, selection, socialization for cultural “fit”
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5
Q

Importance of “actions of founders/leaders” as a component of changing or strengthening organizational culture

A
  • transformational leaders can reshape culture – organizational change practices
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6
Q

Importance of “aligning artifacts” as a component of changing or strengthening organizational culture

A
  • artifacts keep culture in place

- create memorable events, communicating stories

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7
Q

Importance of “introducing culturally consistent rewards” as a component of changing or strengthening organizational culture

A
  • rewards are powerful artifacts – reinforce culturally consistent behaviour
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8
Q

Importance of “support workforce stability and communication” as a component of changing or strengthening organizational culture

A
  • high turnover weakens organizational culture

- strong culture depends on frequent, open communication

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9
Q

Importance of “attracting, selecting, and socialization of employees” as a component of changing or strengthening organizational culture

A
  • attraction-selection-attrition theory

- socialization practices

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10
Q

What are the stages (in order) of socialization?

A
  1. Pre-Employment Stage
    - outsider
    - gathering information
    - forming psychological contract
    - bother employers and new employees may engage in impression management
  2. Encounter Stage
    - newcomer
    - testing expectations
    - sometimes, reality shock (stress)
  3. Role Management
    - insider
    - changing roles and behaviour
    - resolving conflicts between work and non work activities and between work and pre-work values
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11
Q

What does Lewin’s Force Field Analysis Model consist of?

A

Driving forces

  • push organizations toward change
  • external forces or leader’s vision

Restraining forces
- resistance change – employee behaviours that block the change process

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12
Q

How does effective change happen?

A
  • it happens through unfreezing the current situation, moving to a desired condition, then refreezing the system
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13
Q

Why should managers view resistance as task conflict?

A
  1. Symptoms of deeper problems in the change process that need to be surfaced and addressed
  2. A form of voice – helps procedural justice by clarifying employee needs
  3. Motivational – engages people to think about the change
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14
Q

Why do people resist change?

A
  1. Negative valence of change
    - negative cost-benefit analysis
  2. Fear of the unknown
    - people assume worst when future unknown
    - perceive lack of control
  3. Breaking routines
    - cost of moving away from our “comfort zones”
    - requires time/effort to learn new routines
  4. Not-invented-here-syndrome
    - staff oppose the change to prove their ideas were better
    - successful change threatens self-esteem
  5. Incongruent team dynamics
    - norms contrary to desired change
  6. Incongruent organizational systems
    - systems/structures reinforce status quo
    - rewards, information systems, patterns of authority, career paths, selection criteria
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15
Q

How do you enable change? What are the two options, and the solution to them?

A

1) Increasing driving forces, through fear or threats
- leaders to push-back

2) Weaken restraining forces or minimize resistance to change
- removes obstacles but provides no concrete motivation for change

Solution: Driving forces should be increased simultaneously to restraining forces being decreased

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16
Q

What is a change agent?

A
  • anyone who possesses enough knowledge and power to guide and facilitate the change effort
  • involves transformational leadership
17
Q

What are six ways you reduce the restraining forces of change?

A
  1. communication
  2. learning
  3. involvement
  4. stress management
  5. negotiation
  6. coercion
18
Q

Communication (its effect on minimizing resistance to change)

A
  • highest priority and first strategy for change

- reduces uncertainty (fear of unknown)

19
Q

Learning (its effect on minimizing resistance to change)

A
  • provides new knowledge/skills
  • includes coaching and other forms of learning
  • helps break old routines and adopt new roles
  • problems – potentially time consuming and costly
20
Q

Involvement (its effect on minimizing resistance to change)

A
  • employees feel more responsible for successes
  • helps to reduce fear of unknown
  • problems – time-consuming, potential conflict
21
Q

Stress Management (its effect on minimizing resistance to change)

A
  • when communication, learning, and involvement are not enough to minimize stress

potential benefits

  • more motivation to change
  • less fear of unknown

problems

  • time-consuming
  • expensive
  • doesn’t help everyone
22
Q

Negotiation (its effect on minimizing resistance to change)

A
  • influence by exchange – reduces direct costs
  • may be necessary when people clearly lose something and won’t otherwise support change

Problems

  • expensive
  • gains compliance, not commitment
23
Q

Coercion (its effect on minimizing resistance to change)

A
  • used when all else fails
  • includes confrontations, threats, and even firing

Problems

  • reduces trust
  • may create more subtle resistance
  • encourage politics to protect job
24
Q

What are the four practice approaches to organizational change? (specific processes applied by senior management and consultants)

A
  1. Action Research
  2. Appreciative Inquiry
  3. Large Group Interventions
  4. Parallel Learning Structures
25
Q

How does action research approach work?

A

Meaningful change comes from a combination of action orientation and research orientation

Action – to achieve the goal of change
Research – data collection is required and a conceptual framework is applied

Action research principles:

  1. open systems perspective
  2. highly participative process
  3. data-driven, problem-oriented process
    • diagnoses the need for change, introduces intervention and then evaluates and stabilizes desired changes
26
Q

How does the appreciative inquiry approach work?

A

Frames change around positive aspects of the organization, rather than traditional problem focus (common in research-action approach)

  • focus on opportunities, not problems – people are motivated by desirable visions of the future
  • conversations shape reality
  • inquiry and change are simultaneous – as we ask questions to others, we automatically change them
27
Q

What is the Four-D Model of Appreciative Inquiry?

A

Discover>Dreaming>Designing>Delivering

Discovery
- discovering the best of “what is”

Dreaming
- forming ideas about “what might be”

Designing
- engaging in dialogue about “what should be”

Delivering
- developing objectives about “what will be”

BUS203-F2017 (5 decks)

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