OB16_8.pptx - Chapter 18 Organisation Culture and Change...

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Chapter 18 Organisation Culture and Change
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The meaning of organisation development (OD) OD is concerned with attempts to improve the overall performance and effectiveness of an organisation. An applied behavioural science approach to planned change and development of an organisation. Two major central topics of OD are: Organisational culture Organisational change.
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Organisational culture ‘The collection of traditions, values, policies, beliefs and attitudes that constitute a pervasive context for everything we do and think in an organisation’. McLean
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Levels of culture: Schein From the shallowest to the deepest, levels of culture are manifested through: 1. Artefacts : physical space and layout, technological output, written and spoken language and overt behaviour of group members. 2. Espoused values : beliefs which become part of the conceptual process by which groups members justify actions and behaviour. 3. Basic underlying assumptions : unconsciously held learned responses.
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Types of organisational culture: Handy Power culture Centralised control Role culture Bureaucratic control Task culture Project and team orientation Person culture Individual focus
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Types of culture: Deal and Kennedy Tough-guy, macho culture High risk, quick feedback Work-hard/play-hard culture Low risk, quick feedback Bet-your-company culture High risk, slow feedback Process culture Low risk, slow feedback
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Influences on the development of culture History Primary function and technology Strategy Size Location Management and leadership The environment
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Managerial tools: Chatman and Cha To be suitable, a culture must be: strategically relevant; strong enough for people to care; able to adapt to changing circumstances. Managerial tools to develop culture include: Recruitment and selection Social tools and training Reward system
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The cultural web Figure 18.1 The cultural web of an organisation Source : Johnson, G., Scholes, K. and Whittington, R. Exploring Corporate Strategy , seventh edition, Financial Times Prentice Hall (2005), p. 202. Reproduced with permission from Pearson Education Ltd.
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