Strong cultures put pressure on employees to conform

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strong cultures put pressure on employees to conform (limit range of acceptable values/styles) e.g. Disney: enthusiastic, good-looking employees - strong cultures can eliminate unique strengths that ppl of diff. bg’s bring to the org - strong cultures may support institutional bias or become insensitive to ppl who are diff. Culture as a Barrier to Mergers & Acquisitions - brining employees from 2 diff. companies (cultures) together is likely to cause friction Strategies for Merging Cultures Assimilation - entire new org. is determined to take on the culture of 1 of the merging org’s - works best when 1 of the org’s has relatively week culture - but, if a culture is simply imposed on an org, it rarely works Separation - org’s remain separate & keep their individual cultures - works best when org’s have little overlap in industries in which they operate Integration - new culture is formed by merging parts of each of the org’s - works best when aspects of each org’s culture need to be improved bicultural audit = examination of differences btwn 2 potential merger partners prior to a merger to determine whether the cultures will be able to work together (use questionnaires, interview, focus groups) - commonalities? → to build successful merger - diff’s in vision, values, structure, mngmnt practices & behaviours? →extreme difficulties if merged To bridge culture gaps: define a structure that’s appropriate for both org’s, along w/ a reorganization plan identify & implement a management style appropriate for both org’s reinforce internal communication to make sure employees are kept aware of changes that will occur get agreement on what will be considered in performance evaluations (expected behaviours, performance criteria) CHANGING ORGANIZATIONAL CULTURE Common problems that occur when managers try to initiate change: - inability to create sense of urgency about the need for change - failure to create coalition for managing the change process - absence of vision for change
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P ART 4: S HARING THE O RGANIZATIONAL V ISION - failure to effectively communicate vision - not removing obstacles that could impede achievement of the vision - failure to provide short-term & achievable goals - tendency to declare victory too soon - not anchoring changes in org’s culture (Kotter) Steps to changing org. culture: 1. Set the tone thru mngmnt behaviour. Managers (particularly top management) need to be +ve role models 2. Create new stories , material symbols , rituals to replace those currently in vogue 3. Select , promote , support employees who support new values that are sought 4. Redesign socialization processes to align w/ new values 5. Change reward system to encourage acceptance of new set of values 6. Replace unwritten norms w/ formal rules & regulations that are tightly enforced 7. Shake up current subcultures thru transfers , job rotation , and/or terminations 8. Work to get peer-group consensus thru employee participation & creation of a climate w/ high level of trust
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