MM 5002 People in Organization

A Process for Changing Organizational Culture Kim Cameron proposed us to see culture as a potential predictor of organizational outcomes. Culture serves as social glue binding an organization together, but most of the time is undetected because it is not challenged or consciuosly articulated. Competing Values Framework
CLAN CULTURE Friendly place to work Leaders thought as mentors/ coaches Commitment is high Emphasize on long term benefits of individual development with high cohesion & morale being important Success is defined in terms of internal climate & concern for people Team work, participation & consensus is important ADHOCRACY CULTURE Dynamic, entrepreneurial & creative workplace Effective leadership is visionary, innovative & risk oriented Committed to experimentation & innovation Emphasize on leading edge of knowledge, products & or services Long term emphasis is on rapid growth & acquiring new resources Readiness for change & meeting new challenges are important Success means producing unique & original products & services ORGANIZATIONAL CULTURE A formalized & structured of place to work Procedures & well defined processes govern what people do Effective leaders are good coordinators, organizers & efficiency experts Maintaining a smooth-running organization is important Long term concerns are stability, predictability & efficiency Formal rules & policies hold the organization together

MARKET CULTURE Result oriented workplace Leaders are hard driving producers, directors & competitors, tough & demanding The glue is a passion to win Long term concerns is on competitive actions & achieving stretch goals & targets Success is defined in terms of market share & penetration Outpacing the competition, escalating share price & market leadership dominate the success criteria

Profiling organizational culture is needed to identify aspects of the organization that reflects its key values and assumptions A process for changing organizational culture Clarifying meaning To clarify what it means & what it doesnt mean change culture Identifying stories To identify one or two positive incidents or real events that illustrate the key values that will characterize the organizations future culture Determining strategic Activities that will be started, stopped & enhanced initiatives Identifying small wins Find something easy to change, change it and publicize it, to create momentum Craft metrics, measures, & What & how to measure and when certain levels of progress milestones will be noted Communication & Communicating & explaining why is critical to overcome symbols resistance Building coalitions of supporters among key opinion leaders are also way to help reduce resistance Leadership development Leaders needed to consciously & consistently directing the process