1. ORGANIZATIONAL CULTURE AND CHANGE
CHAPTER 10
ORGANIZATIONAL CULTURE AND CHANGE

2. ORGANIZATIONAL CULTURE AND CHANGE
Defined as
shared beliefs, values, and norms
of the people who make up the enterprise
on the organizational design outcomes (mechanistic/organic) described earlier

3. FACTORS WHICH SHAPE CULTURE
Key Organizational Processes
Employee and Other Tangible Assets
Formal Organizational Structures/Protocol/Arrangements
The Dominant Coalition
The Social System (Informal Organization)
Technology
The Environment

4. MANIFESTATIONS OF CULTURE
Statement of Principles from Mission, Vision, and Belief Statement
Stories/Folk Lore
Slogans
Heroes
Ceremonies
Symbols
Climate
The Physical Environment

5. THE CREATION OF CULTURE
The Role of Managers and the Dominant Coalition
The Role of Employees
Factors That Contribute to the Effectiveness of Culture
Coherence-how well the culture fits the mission and other organizational elements
Persuasiveness and Depth-extent to which employees adopt the culture
Adaptability to the External Environment

6. ORGANIZATIONAL CHANGE
External Sources of Change
Internal Sources of Change
Types of Change
Strategic-Structural-Process-Oriented-People-Centered Change
Management and Change

7. CREATING AND MANAGING CHANGE
Diagnosing and Predicting the Need for Change
Phase 1--Creativity
Phase 2--Direction
Phase 3--Delegation
Phase 4--Coordination
Phase 5--Collaboration

8. CREATING AND MANAGING CHANGE
The Steps in Planned Change
Recognize the Need for Change
Develop Goals
Select a Change Agent
Diagnose the Problem--Shewhart Model
Select the Intervention Method
Develop a Plan
Plan for Implementation
Follow Up and Evaluate

9. TRAITS THAT PROMOTE CHANGE
Mutual Trust
Organizational Learning
Adaptability

10. THE IMPLEMENTATION OF CHANGE
Sources of Resistance to Change
Loss of Security
Fear of Economic Loss
Loss of Power and Control
Reluctance to Change Old Habits or Try Something New
Selective Perception
Involvement in Creating and Planning for Change
Awareness of Weaknesses in the Proposed Change

11. THE IMPLEMENTATION OF CHANGE
Techniques for Overcoming Resistance
Participation
Open-Communication
Advanced Warning
Sensitivity
Security

12. THE IMPLEMENTATION OF CHANGE
Why Change Efforts Fail
Faulty Thinking
Inadequate Process
Lack of Resources
Lack of Acceptance and Commitment
Lack of Timing and Poor Timing
A Resistance Culture

13. THE IMPLEMENTATION OF CHANGE
Methods of Effecting Change
Three-Step Approach--unfreezing, change, refreezing
Force-Field Analysis
Gap Analysis
SWOT Analysis

14. ORGANIZATIONAL DEVELOPMENT
The Purposes of Organizational Development
Organizational Renewal
Maximize Organizational Effectiveness
The P-M-F Interface: To Provide Employment and Income to Both Employee and Employer
The Strategies of Organizational Development
Diagnostic and Change Strategies