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Organisation Culture
It is the system of shared actions, values and beliefs that develops within an organization and guides the behavior of its members.
Norms.
Dominant culture
A culture that express the core values that are shared by a majority of the organizations members.
Subcultures
Mini cultures within an organization, typically defined by department designations and geographical separation.
Functions of culture
Differentiates among other organisations.
Culture creation
Founders hire employees how think and feel as they do. Founder indoctrinate and socialize the employees to their way of thinking and feeling. Founders own behaviour acts as a role model that encourages employees to identify with them.
Process of Socialization
Productivity
Pre arrival
Encounter
Metamorphosis
Commitment
Turnover
Change..........!
Cause and effect relation.
Bike example.
Change Management
Organisational change refers to modification or transformation of the organizations structure, processes or goods. Change may be due to internal or external.
Nature of change
It involves learning new and unlearning already well integrated into the personality and social relationships of the individual. No change will occur unless there is motivations to change. Organisational changes in authority structures, process and systems occur through key individuals in organisation.
Contd
Change involves altering attitudes, values, and behaviour. Change is multistage process, a cycle of behavioural modification. Change is initiated by some kind of disorganising pressure. Change rarely takes place smoothly. Change is human as well as technical problem.
Causes of change
Change in tools, machines and equipment. Change in methods and procedures. Change in business conditions. Change in managerial personnel. Change in formal organization structure. Change in informal organization. Deficiencies in existing organization. Technological change etc.
Resistance to change
Individual resistance:
Economic reason:
Fear of technological unemployment. Fear to reduced work hours consequently less pay. Fear of demotion and thus reduced wages. Fear of speed-up and reduced incentives.
Contd
Fear of unknown.
Fear of loss.
Security. Status quo. Peer pressure. disruption of interpersonal relationship. Social displacement.
Resistance to change
Organisational resistance:
Resource constraints. Structural inertia. Sunk cost. Politics. Threat to expertise. Group inertia.
Unfreezing
Reducing forces for status quo
Change
Developing attitudes, values and behaviours
Refreezing
Reinforcing new attitudes, values, and behaviours.
Level of change
Individual Group
Add new employee
Organization
Create new department Reduction of workforce Major restructuring of organization
Degree of change
Merge groups
Medium
Organizational development
OD is concerned with planning and implementing of programmes designed to enhance the effectiveness with which organization functions and respond to change
Characteristics of OD
1. Humanistic Values 2. Systems Orientation 3. Experiential Learning 4. Problem Solving 5. Contingency Orientation 6. Change Agent 7. Levels of Interventions
Goals of OD
To improve the functioning of individuals, teams and the total organization, To teach organization members how to continuously improve their own functioning.
OD Process
Measurement & evaluation Development of change strategy
OD Interventions/Techniques
Sensitivity Training. Team Building.
Inter-group Development.
Process Consultation. Survey Feedback.
Sensitivity Training
A method of changing behaviour through unstructured group interaction.
Team Building
Activities that help team members learn how each member thinks and works.
Inter-group Development
Changing the attitudes, stereotypes and perceptions that work groups have about each other.
Process Consultation
An outside consultant helps the manager to understand how interpersonal processes are affecting the way work is being done.
Survey Feedback
A technique for assessing attitudes and perceptions. Identifying discrepancies in these and resolving the difference by using survey information in feedback groups.