Organizational behavior Organizational culture and Change management Dr. Jerry L. huxell
Dr. Jerry L. Huxell Organizational Behavior Organizational Culture and Change Management
Organizational Culture A common perception held by the organizations members; a system of shared meaning Innovation and risk taking Attention to detail Outcome, people or team orientation Aggressiveness Stability Dr. Jerry L. huxell
Dr. Jerry L. Huxell Organizational Culture • A common perception held by the organization’s members; a system of shared meaning – Innovation and risk taking – Attention to detail – Outcome, people or team orientation – Aggressiveness – Stability
Strong Culture Core values are the primary or dominant values that are accepted throughout the organization A strong culture is one in which the core values are intensely held and widely shared Dr. Jerry L. huxell
Dr. Jerry L. Huxell Strong Culture • Core values are the primary or dominant values that are accepted throughout the organization • A strong culture is one in which the core values are intensely held and widely shared
ypes of Organizational Cultures Bureaucratic- values formality Clan- values tradition and loyalty Entrepreneurial-values risk-taking and creativity Market-values goal achievement Dr. Jerry L. huxell
Dr. Jerry L. Huxell Types of Organizational Cultures • Bureaucratic - values formality • Clan – values tradition and loyalty • Entrepreneurial – values risk-taking and creativity • Market – values goal achievement
What do cultures do? Defines the boundary between one organization and others Conveys a sense of identity for its members Facilitates the generation of group commitment Acts as a barrier to change, diversity, and acquisitions and mergers Dr. Jerry L. huxell
Dr. Jerry L. Huxell What Do Cultures Do? • Defines the boundary between one organization and others • Conveys a sense of identity for its members • Facilitates the generation of group commitment • Acts as a barrier to change, diversity, and acquisitions and mergers
Keeping the Culture Alive Selection-Will the person fit Top Management -set behavioral norms Socialization Pre-arrival stage Encounter stage Adjustment stage Dr. Jerry L. huxell
Dr. Jerry L. Huxell Keeping the Culture Alive • Selection – will the person fit • Top Management – set behavioral norms • Socialization – Pre-arrival stage – Encounter stage – Adjustment stage
Transmitting the culture Stories Rituals Material symbols Language or jargon Ceremonies Statement of principles Dr. Jerry L. huxell
Dr. Jerry L. Huxell Transmitting the Culture • Stories • Rituals • Material symbols • Language or jargon • Ceremonies • Statement of principles
Ethical culture Be a visible role model Communicate ethical expectations Provide ethical training Visibly reward ethical acts Visibly punish unethical acts Provide protective mechanisms Dr. Jerry L. huxell
Dr. Jerry L. Huxell Ethical Culture • Be a visible role model • Communicate ethical expectations • Provide ethical training • Visibly reward ethical acts • Visibly punish unethical acts • Provide protective mechanisms
Customer-Responsive Culture Selection Training and socialization Structural design Empowerment Leadership Performance evaluation Reward system Dr. Jerry L. huxell
Dr. Jerry L. Huxell Customer-Responsive Culture • Selection • Training and socialization • Structural design • Empowerment • Leadership • Performance evaluation • Reward system
Charles darwin It is not the strongest of the species that survives, nor the most intelligent; it is the one that is most adaptable to change Survival or success depends on the ability to adapt and compete in todays ever changing world -change or die Dr. Jerry L. huxell
Dr. Jerry L. Huxell Charles Darwin • “It is not the strongest of the species that survives, nor the most intelligent; it is the one that is most adaptable to change. • Survival or success depends on the ability to adapt and compete in today’s everchanging world – change or die