Lecture 7 Flashcards
How would you describe organisational culture?
JOHNSON
‘In its broadest sense, our understanding of workplace culture is that it embodies the ethos and values of a particular organisation, which are expressed through the way it operates and the practices it undertakes. If the latter are deemed to be wrong, then the former needs to be addressed in order for any issues to be resolved effectively. Anything else would be superficial
change and unlikely to have a lasting impact’.
What are the levels of culture according to Schein?
Draw diagram
slide 6
from shallowest to deepest
- Artefacts: physical space and layout, technological output, written and spoken language and overt behaviour of group members.
- Espoused values: beliefs which become part of the conceptual process by which groups members justify actions and behaviour.
- Basic underlying assumptions: unconsciously held learned responses.
What are the types of organisational structure according to Handy?
1. Power culture • Centralised control 2. Role culture • Bureaucratic control 3. Task culture • Project and team orientation 4. Person culture • Individual focus
Types of organisational culture: Deal and Kennedy?
1. Tough-guy, macho culture • High risk, quick feedback 2. Work-hard/play-hard culture • Low risk, quick feedback 3. Bet-your-company culture • High risk, slow feedback 4. Process culture • Low risk, slow feedback
Influences on the development of culture?
- History
- Primary function and technology
- Strategy
- Size
- Location
- Management and leadership
- The environment
What is the cultural web? Draw diagram.
Slide 10
Stories, symbols, power structures, organisational structures, control systems, rituals and routine —> THE PARADIGM
Culture and organisational control
ACAS!
ACAS distinguishes two different forms of culture:
- Control culture:
emphasis on rules, procedures, control and
compliance. - Quality of working life culture:
emphasis on core values, mission statements to provide guidance and commitment via shared goals, values and traditions.
The pervasive nature of culture will have a significant effect on organisation processes such as:
- Decision-making
- Design of structure
- Group behaviour
- Work organisation
- Motivation
- Job satisfaction
- Management control
What is the generic model of cultural categorisation?
- Linear-active people
• tend to be task oriented, highly organised, prefer doing one thing at a time, adhere to logic, have faith in rules and honour written contracts. - Multi-active people
• tend to be emotional, loquacious and impulsive and attach great importance to family and relationships, have limited respect for authority, often procrastinate and are flexible. - Reactive people
• rarely initiate action or discussion but listen and show respect, are introverts and adept at non-verbal communication.
What are linear active people according to Lewis?
tend to be task oriented, highly organised, prefer doing one thing at a time, adhere to logic, have faith in rules and honour written contracts.
What are multi active people according to Lewis?
tend to be emotional, loquacious and impulsive and attach great importance to family and relationships, have limited respect for authority, often procrastinate and are flexible
What are Reactive people according to Lewis?
rarely initiate action or discussion but listen and show respect, are introverts and adept at non-verbal communication.
What does organisation climate refer to?
- the prevailing atmosphere surrounding the
organisation; - the level of morale;
- the strength of feelings or belonging, care and goodwill among members;
- an indication of the employees’ feelings and beliefs of what the organisation is about.
What are the six dimensions of climate according to Atkinson and Frechette?
- CLARITY
- COMMITMENT
- STANDARDS
- RESPONSIBILITY
- RECOGNITION
- TEAMWORK
Explain the six dimensions of climate
- Clarity
• Understanding of the organisation’s goals and policies as well as the
requirements of their job. - Commitment
• Continuing dedication to a common purpose. - Standards
• Emphasis management places on high performance standards. - Responsibility
• Degree to which people feel responsible for their work. - Recognition
• Feeling of being recognised and rewarded for good work; performance feedback. - Teamwork
• Sense of organisational cohesion, mutual support, trust and pride.
Organisational change is a pervasive influence. It can:
- deliberately be initiated by management;
- evolve slowly over time;
- be imposed by changes in policy;
- result from environmental pressures.
What are the forces of change?
- Uncertain economic conditions
- Globalisation and competition
- Government intervention
- EU influences and social
legislation - Political interests
- Scarcity of natural resources
- Technological development
- Increased demand for high- quality goods, services and customer satisfaction
- Flexibility in work organisation
- Changing nature of the workforce
- Internal organisational conflict
Explain Lewin’s planned organisational change
Lewin identifies a three-phase process of behaviour modification to achieve organisational change:
- Unfreezing; reducing forces which maintain behaviour
- Movement; development of new attitudes or behaviour
- Refreezing; stabilising change at the new level
What are the stages in a planned change effort according to French, Kast and Rosenzweig?
A. UNFREEZING
- Initial problem identification
- Obtaining data
B. MOVEMENT
- Obtaining data
- Problem diagnosis
- Action planning
- Implementation
- follow-up and stabilisation
- assessment of consequences
C. REFREEZING
- assessment of consequences
- learning from the process
Why may an individual resist change?
Individual resistance can arise from:
- Selective perception
- Habit
- Inconvenience or loss of freedom
- Economic implications
- Security in the past
- Fear of the unknown
Organisational resistance can arise from:
- Organisational culture
- Maintaining stability
- Investment in resources
- Past contracts or agreements
- Threats to power or influence
Managing change: CMI checklist
- Agree the implementation strategy
- Agree timeframes
- Draw up detailed implementation plans
- Set up a team of change champions
- Establish good programme management practices
- Communicate clearly
- Ensure participation and help to minimise stress
- Personalise the case for change
- Be prepared for conflict and manage it effectively
- Motivate your employees
- Develop skills
- Maintain momentum
- Monitor and evaluate
How do we minimise problems of change?
- Create an environment of trust and shared commitment.
- Team management and co-operation amongst staff.
- A carefully designed HRM action programme, including:
• incentives such as payment schemes;
• maintenance of the socio-technical balance;
• careful attention to job design, methods of work organisation, relations between jobs and task design.
How do we get people to accept change?
Successful change leaders know that:
- Humans are hard-wired for survival.
- Our default thinking is habitual and self- perpetuating.
- Everyone is the product of their own experience with different motivations and unique memories.
- Change can be frustratingly slow because it’s hard brain work to rewire – even if it is logical and in the best interests.
According to Drucker, what is a change leader?
‘A change leader looks for change, knows how to find the right changes and knows how to make them effective both outside the organization and inside it. This requires:
- Policies to make the future.
- Systematic methods to look for and to anticipate change.
- The right way to introduce change, both within and outside the organisation.
- Policies to balance change and continuity’.
What does a change leader need according to Drucker to facilitate change?
- Policies to make the future.
- Systematic methods to look for and to anticipate change.
- The right way to introduce change, both within and outside the organisation.
- Policies to balance change and continuity’.
