Unformatted text preview: QUIZ #2 Review
Chapters 15 and 16 Chapter 15
Organizational Culture Organizational Culture Definition = pattern of basic assumptions considered valid and taught to new members as a way to perceive, think, and feel Levels of organizational culture: Artifacts Values Assumptions Artifacts Most visible and accessible level of culture Artifacts include: personal enactment, ceremonies, stories, rituals, and symbols Values Deeper level of culture reflecting underlying beliefs Espoused values = values communicated in writing and in speaking Enacted values = values that are evident in behavior Assumptions Deeply held beliefs that guide behavior Held at a subconscious level Hard to measure Functions of Organizational Culture
1) 2) 3) 4) Giving members a sense of identity Sense making device Reinforcing values Control mechanism for shaping behavior Performance and Culture Strong Culture Theory = theory which says Fit Perspective = theory which says that the culture should fit the industry and organization strategy that deeply held and widely shared cultures perform best Adaptation Perspective = theory which says that flexible responsive cultures lead to long term performance Assessing Culture Organizational Culture Inventory: diagnosis the fit between the organizational and the individual KilmanSaxton Culture Gap: compares what actually happens with the expectations of others in the organization; pinpoints gaps in cultural change Triangulation: includes 3 techniques which provide the most comprehension view the organization when used in combination Chapter 16
Organizational Change Forces of Change
1. 2. 3. 4. External Globalization Workforce diversity Technological change Managing ethical behavior 1. 2. 3. 4. Internal Crisis Declining effectiveness Changes in employee expectations Changes in the work climate Types of Change Incremental = small in scope resulting in only small improvement Strategic = large scale such as organizational restructuring Transformational = radical change Reason for Resistance to Change Fear of.... Disruption of interpersonal relationships Personality conflicts Politics Cultural assumptions Loss Unknown Failure Reactions to Change
1. Disengagement = psychological withdrawal from change Disidentification = sadness and worry Disenchantment = angry Disorientation = confusion 1. 1. 1. Dealing with Reactions to Change Confront Encourage Neutralize behavior Explain the change Lewin's Change Model and Force Field Analysis Force Field Analysis = forces that push for status quo vs. those that push for change Lewin's Change Model = individual must be convinced to give up their old behavior Organizational and Group Interventions Survey feedback Team building Sensitivity training Management development training ....
(many more in the textbook) Questions? ...
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- Spring '06
- Organizational Culture Inventory