Outline of Session

Organisational Culture
Definition

Schein’s three levels of culture

Handy’s Classification of culture

National Cultures

Change Models

Lewin’s Model

Leading Change

Culture Change

Implementing Change

Resistance to Change

Expertise of Change Agent

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 Organisational Culture

Definition, (Buchanan and Huczynski 2004):

The collection of relatively uniform and enduring values, beliefs, customs,

traditions and practices that are shared by an organisation’s members,
learned by new recruits, and transmitted from one generation of employees
to the next.

M.Amstrong (1991):

Corporate culture is the pattern of shared beliefs, attitudes, assumptions and

values which, … shape the way people act and interact and strongly
influence the way things get done.

Schein (1984):

Organisational culture is defined as 'the pattern of basic assumptions that a

given group has invented, discovered or developed in learning to cope with
its problems of external adaptation and internal integration, that have worked
well enough to be considered valid, and therefore, to be taught to new
members as the correct way to perceive, think and feel in relation to these
problems'.

G.Morgan (1997):

… patterns of belief or shared meaning, fragmented or integrated, and

supported by various operating norms and rituals…

Corporate culture and Sub-cultures

· Corporate culture created by senior management for the lower orders to

swallow - Culture created/destroyed by leaders.

· Corporate culture not a uniform phenomenon but fragmented in conflicting

sub-cultures.

· Dominant culture = Organisational culture.

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• Artefacts – physical space and layout, technological output, written
and spoken language, overt behaviour of group members

• Values – values and beliefs become part of the conceptual process by

which groups members justify actions and behaviour

• Basic underlying assumptions – unconsciously held learned responses

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Types of organisational culture, (Handy 1993)

• Power culture – this culture depends on a central power source, with

strands of power and influence spreading out from that central figure
or group.

• Role culture – this is the culture of the role, or job description, which
is often more important than the person who fills it.

• Task culture – the task culture is project- or job-oriented – one

structural form is matrix organisation.

• Person culture – in this culture the individual is the central point.

National culture: G.Hofstede’s indices of work-related values

• Individualism/collectivism
• Power distance
• Uncertainty avoidance
• Masculinity/femininity

A fifth dimension is M.Bond’s ‘Confucian dynamism’, in Hofstede (1994):

Refers to a long-term versus a short-term orientation in life.

‘Long-term orientation’ values ‘Short-term orientation’ values

• Persistence • Personal steadiness and stability
• Ordering relationships by status • Protecting your ‘face’
and observing this order • Respect for tradition
• Thrift • Reciprocation of greetings,
• Having a sense of shame favours, and gifts
Compiled from Hofstede (1994)

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 Managing Change
Lewin’s Model

Unfreezing Changing Refreezing

Unfreezing
People are not receptive to change when they are locked into a state where
they are attached to traditional values supportive of the status quo, i.e they
are frozen.

Need to unfreeze this state for any progress towards new situation.

Changing
Stage where planned changes in the work situation are implemented.

Refreezing
After the anticipated benefits of implementation have materialised,
refreezing has arrived.

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 Leading change
(M.Beer)

Amount of change = (Dissatisfaction * Model * Process) › Cost of change

Dissatisfaction

• create deep dissatisfaction with status quo

• source of energy/motivation for change

Model

• vision of the future state of the organisation

Process

• sequence of events, speeches, meetings, educational programmes,

personnel decisions,etc.

Cost of change

• losses employees and other stakeholders anticipate as a result of the

change

Managing change and culture

C.Handy (1986):

‘Cultures are founded and built over the years by the dominant groups in an
organisation. What suits them and the organisation at one stage is not
necessarily appropriate for ever – strong though that culture may be’.

Cummings and Huse’s (1989) steps for cultural change:

1. A clear strategic vision

2. Top management commitment

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3. Symbolic leadership

4. Supporting organisational changes

5. Organisational membership

Schein’s (1985) ‘primary’ and ‘secondary’ mechanisms to change culture:

1. Primary mechanisms

• Matters to which leaders pay most attention

• Leader’s way of reacting to crises and critical incidents
• Role modelling, teaching and coaching by leaders
• Criteria used for allocating rewards
• Criteria used for employee selection, promotions and termination of
employment

2. Secondary mechanisms

• Structures, systems and procedures

• Artefacts, façades and physical spaces
• Stories and legends about important events and people
• Formal statements of philosophy and policy

Ten commandments in implementing change

Analyse the organisation and its need for change

Create a shared vision and common direction

Separate from the past

Create a strong sense of urgency

Support a strong leader role

Line up political sponsorship

Craft an implementation plan

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Develop enabling structures

Communicate, involve people and be honest

Reinforce and institutionalise change

Resistance to change
•lack of conviction that change is needed

•dislike of imposed change

•dislike of surprises

•fear of the unknown

•reluctance to deal with unpopular issues

•fear of inadequacy and failure

•disturbed practices, habits and relations

•lack of respect and trust in the person promoting change

The expertise of the change agent: 15 Competences of the

change agent (Buchanan and Boddy 1992)

Goals

1. Sensitivity
Sensitivity to changes in key personnel, top management perceptions, and
market conditions, and to the way in which these impact the goals of the
project in hand.

2. Clarity
Clarity in specifying goals, in defining the achievable.

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3. Flexibility
Flexibility in responding to changes outwith the control of the project
manager, perhaps requiring major shifts in project goals and management
style, and risk taking.

Roles

4. Team building
Team building abilities, to bring together key stakeholders and establish
working groups, and clearly to define and delegate respective
responsibilities.

5. Networking
Networking skills in establishing and maintaining appropriate contacts
within and outside the organisation.

6. Tolerance of ambiguity
Tolerance in ambiguity, to be able to function comfortably, patiently, and
effectively in an uncertain environment.

Communication

7. Communication
Communication skills to transmit effectively to colleagues and subordinates
the need for changes in project goals and in individual tasks and
responsibilities.

8. Interpersonal skills
Interpersonal skills, across the range, including selection, listening,
collecting appropriate information, identifying the concerns of others, and
managing meetings.

9. Personal enthusiasm
Personal enthusiasm, in expressing plans and ideas.

10. Stimulating motivation

Stimulating motivation and commitment in others involved.

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 Negotiating

11. Selling
Selling plans and ideas to others, by creating a desirable and challenging
vision of the future.

12. Negotiating
Negotiating with key players for resources, or for changes in procedures, and
to resolve conflict.

Managing up

13. Political awareness

Political awareness, in identifying potential coalitions, and in balancing
conflicting goals and perceptions.

14. Influencing
Influencing skills, to gain commitment to project plans and ideas from
potential sceptics and resisters.

15. Helicopter perspective

Helicopter perspective, to stand back from the immediate project and take a
broader view of priorities.

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