Organisational Culture and Change

Question 1

List and describe three common metaphors for organisations.

Answer 1

Machine metaphor - dominates modern management. Organisations are machines in which people are the parts. People are expected to work to certain procedures, rest according to certain rules, and repeat. Change can be costed, quantified, installed and switched on.
Brain metaphor - organisations are information processors that can learn.
Journey metaphor - people play important roles. You are taking people with you on a journey. A connected group of people moving in the same direction, towards a common goal

Question 2

Describe three levels of cultural influence.

Answer 2

• Learned patterns of behaviour
• Patterns of thought and perception
• Aspects that act below the conscious level (collective unconscious)

Question 3

Which characteristics give progressive companies their advantage?

Answer 3

• Competence
• Caring
• Flexibility

Question 4

Describe Sherwood’s Stages of Increasing Doubt in an Organisation.

Answer 4

• Operational doubt - disintegration of operational norms
• Ideological doubt - disintegration of rational purpose and direction
• Ethical doubt - disintegration of meaning and plausibility
• Absolute doubt - disintegration of intention

Question 5

What are the two sources of change for organisations?

Answer 5

External - no control over, political, economical, social, technological, legal, environmental
Internal - role played by a new leader, growth as a driver, resources requirement

Question 6

Explain the Kubler-Ross curve in terms of change and emotions.

Answer 6

Denial - carrying on as if nothing is wrong
Anger - rage, frustration and resentment
Bargaining - acknowledgement of the situation but attempting to negotiate one more time
Depression - mourning for things already lost and lost prospects
Acceptance - preparation to move forward

Question 7

What are the three levels of Schein’s Model of Organisational Change?

Answer 7

Artefacts - visible organisational structures and processes
Espoused values (values) - strategies, goals and philosophies
Basic underlying assumptions (assumed values) - unconscious, taken for granted beliefs, perceptions, thoughts and feelings

Question 8

List the four components necessary for change to be successful, according to Neel & Packard.

Answer 8

Importance - high level endorsement
Motivation - success stories
Creativity and ownership - grass roots involvement
Visibility - metrics

Question 9

Describes the role of a change agent, and desired attributes.

Answer 9

Role - diagnose problems, build relationships, ensure that a vision is articulated, set a leadership agenda, solve problems, implement plans

Attributes - non-judgemental, good listener/communicator, flexible, trustworthy, credible, well-informed, enthusiastic, empathetic, efficient