MANA 3319 A PANDEY

 Fredrik Idestam( a mining engineer by trade ) built a wood pulp mill on the banks of the Tammerkoski rapids, in southern Finland.  1902 – The company added electricity generation to its business activities  founded Finnish Cable Works  began to manufacture mobile phones  Today - has just sold its billionth mobile phone

 Planned Change-change that is anticipated and allows for advanced preparation  Dynamic Change-change that is ongoing or happens so quickly that the impact on the organization cannot be anticipated and specific preparations cannot be made

Organization

 Environmental forces include :  Technology  Market forces  Political and regulatory agencies and laws  Social trends  Put pressure on a firm’s relationships with customers, suppliers, and employees.

 Events within the company.  May originate with top executives and managers and travel top-down  May originate with front-line employees or labor unions and travel bottom-up.

1. Lack of Trust and Understanding 2. Self Interest 3. Uncertainty 4. Different Perspectives and Goals 5. Cultures that Value Tradition

Type: Evolutionary or Transformational Structure: decisions and people Reward System: Team or Individual Processes: Information communication and behavior control People: skills and capabilities. Within or outside organization

1. Unfreezing: melting away resistance 3. Refreezing: change becomes routine Present State Desired state Time Lewin’s Three Step Model 2. Change: departure from the status quo

Restraining forces Driving forces Status quo Desired state Time Force-field Analysis Model of Change 1.Decrease Restraining Forces 2.Increase Driving Forces 3.Both

Top-down Change: initiated by executives Change Agents: people who act as catalysts to change Bottom-up Change: originates with employees.

CCommunication and Education EEmployee involvement NNegotiation CCoercion TTop Management Support

 A system of shared values, assumptions, beliefs, and norms that unite the members of an organization.  Reflects employees’ views about “the way things are done around here.”  The culture specific to each firm affects how employees feel and act and the type of employee hired and retained by the company.

Core Values Expressed Values Visible Culture Levels of Corporate Culture

Organizational Culture Employee Self-management” shared identity Facilitates commitment Stability Sense of continuity Satisfies need for predictability, security, and comfort Socialization Internalizing or taking organizational values as one’s own Strategy Implementation If strategy and culture reinforce each other, employees find it natural to be committed to the strategy

Pre-arrival Encounter Metamorphosis

Cultural Symbols Company Rituals and Ceremonies Company Heroes Stories Language Leadership Organizational Policies and Decision Making Cultural Processes

 Cultural Uniformity versus Heterogeneity  Strong versus Weak Cultures  Culture versus Formalization  National versus Organizational Culture

 Types: Traditional Control or Employee Involvement  Traditional control emphasizes the chain of command relies on top-down control and orders  Employee involvement emphasizes participation and involvement

› Baseball team culture--rapidly changing environment › Club culture--seeks loyal, committed people › Academy culture--hires experts who are willing to make a slow steady climb up a ladder › Fortress culture--focused on surviving and reversing sagging fortunes

 Based on two dimensions: focus and control  Focus --whether the primary attention of the organization is directed toward internal dynamics or directed outward toward the external environment  Control --the extent to which the organization is flexible or fixed in how it coordinates and controls activities

Focus Control Flexible Internal External Fixed

Alignment with culture NoYes PerformanceLowWorst Give Another Chance High Make the tough choice Best