Week 11 - Change Flashcards
Define org culture
Organizational culture: values and assumptions shared within an organization.
- Values: stable, evaluative beliefs that guide
- Shared assumptions: unconscious ideals on the correct way to think and act
Most orgs contain a range of subcultures. What are the effects of these sub cultures?
CISCEE
Subcultures potentially support: • Conflict • Indicators of success / failure • Status quo • Creativity constructive conflict • Ethics via questioning bbehavoiur • Evolution of culture
Artefacts are the observable symbols and signs of an organisation’s culture. They represent and reinforce culture. List:
Four broad categories of artefacts are organisational • stories and legends, • rituals and ceremonies, • language • physical structures and symbols.
What are the functions of org culture and the factors contributing to a strong cultures improvment of the org?
Organisational culture has three main functions:
• a form of social control,
• the “social glue” that bonds people together,
• a way to help employees make sense of the workplace.
Organizational culture clashes are common in mergers and acquisitions. How can these be minimised?
IDAS
Perform bicultural audit to diagnose the compatibility of cultures.
The four main strategies for merging • Integration - embrace • Deculturation - impose • Assimilation - combine • Separation - distance
Organizational culture is very difficult to change. List four strategies for changing and strength- ening an organization’s culture are
- the actions of founders and leaders;
- aligning artifacts with the desired culture;
- introducing culturally consistent rewards;
- the ASA (attract, select, attrition) method.
Describe the organizational socialization process and identify strategies to improve that process.
process by which individuals learn the values, expected behaviours, and social knowledge necessary to assume their roles in the organisation.
Strategies -
Realistic job previews (RJPs)
Socialisation agents - provide information and social support during the socialisation process.
Discuss lewin’s force field analysis model.
Lewin’s force field analysis model states that all systems have driving and restraining forces.
Change occurs through the process of unfreezing (disequilibrium between forces), changing, and refreezing (aligns structures with the desired behaviours).
Why do people resist change and how this can be viewed?
DISFIB CCV
The main reasons people resist change are • direct costs, • incongruent team dynamics • saving face, • fear of the unknown, • incongruent organizational systems. • breaking routines,
Can be a resource:
• change not ready
• constructive conflict
• it is a form of voice
Change is effected by creating an urgency for change and reducing restraining forces. List ways to do this.
ICB CUNCEC
Strategies for create urgency:
• Inform about the forces driving change.
• Put e’ees in direct contact with customers
• Motivate through vision or a ‘burning platform’.
Resistance to change may be minimised by:
• Communication regarding the process
• Upskilling for future
• Negotiating with those who will lose out
• Cope w/stress
• Engaging
• Coercion – tough love
Define various methods to affect change
AALP
Action research: participative, open-systems approach to change management.
Appreciative inquiry: built on postitivity 4 stages: Discovery, dreaming, designing, and delivering.
Large-group interventions - participative events that get the entire system into the room.
Parallel learning structures - social structures developed alongside the formal hierarchy with the purpose of increasing the organization’s learning.
Change management is often based on western ideas & can conflict with other cultures. list 2 conflicts as well as ethical concerns.:
Cultural clashes
• That change has a beginning and end
• That change involves conflict, challenging harmonious cultures
Ethical concerns with change management:
• Collecting data invades privacy
• Gives more power over to management
• Undermines individual self esteem by challenging beliefs.
