Tải bản đầy đủ

Management meeting and exceeding customer expectation 8th ch11

Organizational Culture
and Change

Chapter 11

MANAGEMENT
Meeting and Exceeding Customer Expectations
EIGHTH EDITION
Prepared by
Deborah Baker
Texas Christian University
Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved

1


learning objectives
1. Define organizational culture and the factors that
influence it

2. List and describe the ways that culture is manifested

3. Explain the role of managers and employees in
creating culture

4. Explain what factors make a culture effective
5. Define change and identify the kinds of change that
can occur in an organization

6. Distinguish between evolutionary change and

Chapter 11

revolutionary change

Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved

2


learning objectives

(continued)

7. Distinguish between planned and unplanned change
8. Explain the steps managers can follow to implement
planned change

9. Identify the organizational qualities that promote
change

10.Explain why people resist change and what

managers can do to overcome that resistance

11. Explain why change efforts fail
12.Explain the purpose of an organizational

Chapter 11

development program


Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved

3


11

Organizational Culture

Chapter 11

Organizational
Organizational
Culture
Culture

A dynamic system of…










shared values
beliefs
philosophies
experiences
habits
expectations
norms
behaviors

Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved

4


Organizational Culture

11
Defines…

Chapter 11










What is important to the organization
The way decisions are made
Methods of communication
The degree of structure
The freedom to function independently
How people should behave
How they should interact with each other
For what they should be striving

Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved

5


11

Factors Shaping Culture
Key
Key organizational
organizational processes
processes
Dominant
Dominant coalition
coalition
Employees
Employees and
and other
other tangible
tangible assets
assets
Formal
Formal organizational
organizational arrangements
arrangements
Social
Social system
system

Chapter 11

Technology
Technology
External
External environment
environment
Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved

6


Chapter 11

11

Factors Shaping Culture

Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved

7


11

Key Organizational Processes

Chapter 11

 How managers communicate to employees
 How they share decision making
 How they structure the flow of work

Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved

8


Dominant Coalition

11

Organizational
Organizational culture
cultureis
isgreatly
greatlyaffected
affectedby
by…


Chapter 11






Objectives
Strategies
Personal characteristics
Interrelationships

Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved

9


Employees and Other Tangible
Assets

11

Chapter 11









Employee population
Plant and offices
Equipment
Tools
Land
Inventory
Money

Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved

10


11

Formal Organizational
Arrangements

Chapter 11

 Structure of the organization
 Procedures and rules
 Specific mandated behaviors

Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved

11


11

Social System
 Contributes norms and values to
organizational culture

 Includes the set of employee relationships
that relate to power, affiliation, and trust

 Includes the grapevine and the informal

Chapter 11

organization

Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved

12


11

Technology

Chapter 11

 Technological processes
 Equipment and its use

Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved

13


11

External Environment

The
TheEconomy
Economy

Suppliers
Suppliers
Markets
Markets

Chapter 11

Competitors
Competitors

Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved

Regulators
Regulators

14


22

Manifestations of Culture
Statements
Statements of
of principle
principle
Stories
Stories
Slogans
Slogans
Heroes
Heroes
Ceremonies
Ceremonies
Symbols
Symbols

Chapter 11

Climate
Climate
Physical
Physical environment
environment
Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved

15


Statements of Principle

22

“Five Principles of Mars”

Chapter 11

1.
2.
3.
4.
5.

Quality
Responsibility
Mutuality
Efficiency
Freedom

Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved

16


Symbols

22

“Disney’s Symbolic Language”

Chapter 11











Employees are “cast members”
Customers are “guests”
A crowd is an “audience”
A work shift is a “performance”
A job is a “part”
A uniform is a “costume”
The personnel department is “casting”
Being on duty is “on stage”
Being off duty is “off stage”

Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved

17


22

Symbols

Chapter 11

Nordstrom’s Employee Handbook

Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved

18


Climate

22

Healthy Climate

 Encouragement to tap
into the other
person’s expertise

 Empowers people
 Rewards people for

Unhealthy Climate

 Management has
different values

 Management is in
conflict

 Management has

taking risks

widely divergent goals

 Provides celebrations

Chapter 11

where peers cheer
peers

Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved

19


33

Role of Managers
Management helps create culture by…

 Clearly defining the company’s mission and goals
 Identifying the core values
 Determining the amount to individual autonomy
and the degree to which people work separately
or in groups

 Structuring the work in accordance with the
corporation’s values to achieve its goals

 Developing reward systems that reinforce
the values of goals

Chapter 11

 Creating methods of socialization
Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved

20


Kodak’s Five Core Values

33

Chapter 11

1.
2.
3.
4.
5.

Respect for the individual
Uncompromising integrity in everything Kodak does
Trust
Credibility
Continuous improvement

Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved

21


Visionary Managers and
Companies

Chapter 11

33



Translate their core values into tangible mechanisms



Indoctrinate people



Impose tightness of fit



Create a sense of belonging to something special

Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved

22


33

The Role of Employees
 Contribute to the extent that they accept and adopt
the culture

 Contribute by helping to shape the values it
embodies

 Play a role in influencing organizational culture by

Chapter 11

forming subcultures

Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved

23


44

The Effectiveness of Culture

Coherence
Coherence

Factors
Factors

Persuasiveness
Persuasiveness and
and Depth
Depth

Chapter 11

Adaptability
Adaptability to
to Environment
Environment

Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved

24


Sources of Change

55

External Sources

Chapter 11






Political
Social
Technological
Economic

Internal Sources

 Managerial policies
or styles

 Systems and
procedures

 Technology
 Employee attitudes

Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved

25


Tài liệu bạn tìm kiếm đã sẵn sàng tải về

Tải bản đầy đủ ngay

×