ckm mod three

8/14/2019 CKM Mod Three

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Module-3

OrganizationalCulture


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Organization culture is the set of basic

assumptions , values , morals and Norms

that guide and direct an individual

behave in specified way.

Culture is social principle, goals or

standards held by members of an

organization, individually orcollectively.


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Defining organizational culture

a collective understanding, a shared

and integrated set or perceptions,

memories, values and attitudes that

have been learned over time and which

determine the expectations of behavior

that are taught to new members in

their socialization into the organization.


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Understanding culture for organizational change

Impact of culture

Culture gives identity, provides

collective commitment, buildssocial system stability and allows

people to make sense of the

organization(Sannwald, 2000)


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5 Elements of Culture


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Values

Values are heartfelt beliefs about the

appropriate way to behave. Values

constitute the should and shouldn't of

individual and cultural life.


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Organizational Support Systems

There are a variety of mechanisms

that define and perpetuate the

culture. Formal structures such aslaws, rules and policies play an

important role. And informal

structures such as the "grapevine"are also powerful.


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Information about organizational supportcan be organized into the following 10broad categories: (1) modeling; (2)

recruitment and selection; (3)orientation; (4) training; (5) rewards andrecognition; (6) confrontation; (7)communication systems; (8)

relationships and interactions; (9)symbols, myths and rituals; and (10)allocation of resources.


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Peer Support

Family, friends and coworkers assist one

another in a variety of ways. When most

people think of peer support, they think

about listening and advice giving. In its

negative form such advice is sometimes

called nagging.


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Climate

Some cultures embrace needed change

while other cultures are highly resistant.

Three attributes seem to determine a

culture's receptivity to change--sense ofcommunity, shared vision and positive

outlook


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Definition

Organizational culture : comprises theattitudes, experiences, beliefs andvalues of an organization.

It has been defined as "the specificcollection of values and norms that areshared by people and groups in anorganization and that control the waythey interact with each other and withstakeholders outside the organization.
http://en.wikipedia.org/wiki/Attitude_%28psychology%29http://en.wikipedia.org/wiki/Value_%28personal_and_cultural%29http://en.wikipedia.org/wiki/Organizationhttp://en.wikipedia.org/wiki/Stakeholderhttp://en.wikipedia.org/wiki/Stakeholderhttp://en.wikipedia.org/wiki/Organizationhttp://en.wikipedia.org/wiki/Value_%28personal_and_cultural%29http://en.wikipedia.org/wiki/Attitude_%28psychology%29


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Organizational values are beliefs and

ideas about what kinds of goals

members of an organization should

pursue and ideas about the appropriatekinds or standards of behavior

organizational members should use to

achieve these goals.


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Organizational values develop

organizational norms, guidelines or

expectations that prescribe appropriate

kinds of behavior by employees inparticular situations and control the

behavior of organizational members

towards one another"


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Five core cultural values

Integrity

Respect & Trust

Excellence

Individual fulfillment

Profitable growth


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Definition

Organizational culture can loosely be defined

as the shared assumptions, beliefs, and

"normal behaviors" norms of a group.

These are powerful influences on the waypeople live and act, and they define what is

" normal" and how to sanction those who are

not "normal." To a large degree, what we do is

determined by our culture.


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Organizational culture is similar to, say,

regional culture. The same person in

different organizations (or parts of the

same organization) would act in differentways.


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What we do is determined

by our culture.


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What Is Organizational Culture

Characteristics:

2. Innovation and risktaking

3. Attention to detail4. Outcome orientation

5. People orientation

6. Team orientation

7. Aggressiveness

8. Stability


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Institutionalization: A Forerunner of Culture


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What Is Organizational Culture


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British Airways

Culture is very powerful. (One

example is the cultural change effort

at British Airways, whichtransformed an unprofitable airline

with a poor reputation into a

paragon of politeness andprofit).


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Stages in the Socialization

Process


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A Socialization Model


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How Organizational Cultures Have an Impact

on Performance and Satisfaction


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Ways of Transmitting Organizational Culture

Employees

learn

through:

Formal socialization

practices

Signs, symbols, stories

Ceremonial

Rites

and

Ceremonies

The

organizational

language


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Strong Vs Week Culture

Depends on how widely the & intensely the core values ofthe organization are upheld & accepted.

Strength of the organization depends on Sharedness- Refers to the degree to which the core

values are accepted & shared by its members. The greater the value of sharedness of the core values the

stronger will be the culture of the organization. Shardeness depends upon-Shardeness depends upon- The kind of orientation given to the employees at the time

of joining. Reward system Induction program


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Strong Vs Week Culture

IntensityRefers to degree to which the members

of the organization are committed

towards its core values.Results in strict adherence to core

values

Strengthens the organizational cultureInfluenced by the reward system of the

organization


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Functions of culture

Boundary defining RoleValues, traditions & ritualsSense of Identity :Enhances employee commitment towards

organizational goals.Collective CommitmentCommon values, assumptions & ideologies upheld

by the members.

Stability of social SystemActs as social bond among the members of the

organizationBrings uniformity in the behavior of the employees.


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Cultural GAP

Where are we now as a culture?

Where do we need to be going

strategically as an organization?

What are the gaps between where we

are as a culture and where we should

be?

What is our plan of action to close those

gaps?


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Many companies have turned

themselves around, converting imminent

bankruptcy into prosperity.

Some did it through financial gimmickry,

but the ones who have become stars did

it by changing their own culture.


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The underlying causes of many companies'

problems are not in the structure, CEO, or

staff; they are in the social structure and

culture. Because people working in differentcultures act and perform differently, changing

the culture can allow everyone to perform

more effectively and constructively.Thisapplies to colleges and schools as much as it

applies to businesses.


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Chrysler-Cultural change

In the early 1990s, company had terrible

customer service and press relations,

with a history of innovation but a present

of outdated products. Its market sharewas falling, and its fixed costs and

losses were high.


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Chrysler-Cultural change

Bob Lutz, then the president, wanted

Chrysler to become the technology and

quality leader in cars and trucks

a clear, globally applicable vision.

A program of cultural change, Customer

One, was built around it.


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Cultural change is neither easy nor

foolproof. It can take time - at least one

year, more likely between three and six

years - and it takes effort and vigilance.A great deal of patience and long-term

support is needed.


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The proponents of change must model

the behavior they want to see in

others carefully. If they do not send aconsistent messag`e and keep that

message clear and dominant over time,

cultural change may be seen as justanother fad.


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Frequently, change becomes harder when the

organization starts to turn around. At Chrysler,

the pace ofchange dropped off

dramatically when profits started toappear regularly, and Mr.Bob began tofatten middle management again, adding

layers between line workers and decisionmakers.Complacency is an ever-present

danger when changes start to take effect.


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The example of Chrysler also shows that

cultural change, though powerful, is

always subject to the whims of senior

leaders. In the late 1990s, Chrysler CEORobert Eaton chose to sell the company

to Daimler-Benz (at an immense

personal profit).


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Strategy for cultural change

There are two alternative approaches to

culture charge

Top Down and Bottom Up.

The top down approach is referred to as

programmatic charge and is introduced

& steered by the top or senior manager.


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Top down approach

These generally focus on employee

behavior & tend to extend to entire

organization.

The typical changes involved in this

approach are

Structural change,

Relocation of spaces,


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T & D, empowerment,

Quality initiatives and so on.

Culture transformation is perceived

as the task of a leader.


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Here change is initiated by manager in

one part of the organization.

There is no formal structure / system,

the focus is on solving a concrete

business problem.

Developing people capabilities,

enhancing & mobilizing commitment.&shared vision


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Cross cultural contents

With the advent of technology and the

global village making its mark, the

number of business travelers from and

to different countries has increasedmultifold in the past last 15years.


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The world has literally become very small.

This has brought in the need of knowing

and understanding the various cultures

of the countries that we travel to in orderto clearly understand the needs and deal

with them appropriately.


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Any culture is primarily a system for

creating, sending, storing and

processing information.


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Basic mental attitudes

Every body is affected by childhood

experiences.

These experiences create negative or

positive reaction in us.

Our reaction tend to be repeated as an

repeatedly experiences the situation

which creates +ve or ve reactions


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I am OK - you are not OK

I am not OK you are OK

I am not OK you are not OKI am OK - you are OK


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SPACE

Personal space is a form of territory. Each

person has around him an invisible bubble of

space which expands and contracts

depending on his relationship to those aroundhim, his emotional state, his cultural

background and the activity he is performing.

Few people are allowed to penetrate this bit of

mobile territory, and then only for short periodsof time.


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Time

Situation

People

StructurePolicy


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Architecture Change Management

The art or practice of designing and

building structures and especially

habitable ones, formation or

construction as (or as if as) the result ofa conscious act,

architectural product or work,

a method or style of building.


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The objective of this phase is to

establish an Architecture Change

Management process for the new

Enterprise Architecture baseline that isachieved with completion of the

Implementation governance phase.


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This process will typically provide for the

continual monitoring of such things as

new developments in technology and

changes in the business environment,and for determining whether to formally

initiate a new architecture evolution

cycle.


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The Architecture Change Management

process is very closely related to the

architecture governance processes of

the enterprise, and to the managementof the Architecture Contract between the

Architecture function and the business

users of the enterprise.


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Registration of all events that may

impact the architecture.

Resource allocation and management

for architecture tasks.


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Culture Change Process


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STRATEGY FOR A CULTURECHANGE


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Strategy for a cultural change

The following are the four generic change scenarios.We shall look at the particular managementchallenges involved in initiating and implementingeach type of change.

These scenarios are:-

Structural change. Mergers and acquisitions.

Cultural change. IT-based process change.


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The whole process begins with an internal or external

trigger for change.

We will develop our new vision, mission and values.

We have to adjust one or all of following.

The organizational structure.

The commercial approach.

The organizational culture.

The relevant process.

GUIDELINES FOR ACHIEVING SUCCESSFUL


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GUIDELINES FOR ACHIEVING SUCCESSFUL

CULTURE CHANGE IS GIVEN BELOW

Always link to organizational vision, mission and objectives.

Create a sense of urgency and continually reinforce the need tochange.

Attend to stakeholder issues.

Remember that the how is as important as the what.

Build on the old, and step into the new.


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Generate enabling mechanisms such as the rewardsystems, and planning and performance

management systems that support the objectives andpreferred behavior of the new culture.

Managers need to act as role models

Create a community of focused and flexible leadersduring period of change.

Insist on collective ownership of the changes.


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CULTURE CREATION OCCURS IN THREE WAYS

Founders hire and keep only employees who think andfeel the same way they do.

They indoctrinate and socialize these employees to

their way of thinking and feeling. And

Finally, the founders own behavior acts as a rolemodel that encourages employees to identify withthem and there by internalize their beliefs, values and

assumptions.


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TRANS GLOBAL CONTENTS


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Cultural training will strengthen yourinternational relationship:-

Now you can gain a crucial advantage in the

global market place. Get to know the behavior

and business practices of your business pattern.

This is the key to successful long term

relationships. Our culture awareness, training will

enable you to learn and apply your newunderstanding effectively.


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Cultural briefings on specific countries or

regions:-

If you are going to have contact daily with

overset partners you will benefit from crosscultural skill our focus will depend on which you

will be based at home or in the target country. A

cultural briefing will give you a thorough insight

into their social and business life.


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General cultural awareness training:-

Perhaps you need more general cross culturalskill we can give you practical cultural onwards

training to improve your Trans nationalcommunications and from effectiveness. Typical

solution include from building, global

presentations, employee communication and

cross cultural coaching.


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CROSS CULTURALCONTENT


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CROSSCULTURAL CONTENT

With the advent of technology and the global villagemaking its mark, the number of business travelersfrom and to different countries has increased multifoldin the past last 15 years. The world has literallybecome very small.

This has brought in the need of knowing andunderstanding the various cultures of the countriesthat we travel in order to clearly understand the needsand deal with them appropriately


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INTERGROUP DEVELOPMENT

A major area of concern in OD is the dysfunctionalconflict that exists between groups. As a result,

change efforts have been directed toward improving

intergroup relations

Intergroup development seeks to change the attitudes

stereotypes, and perceptions that groups have of each

other

Although there are a number of approaches for


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Although there are a number of approaches for

improving intergroup relations, a popular method

emphasizes problem solving.

In this method, member of each group meet

independent to develop lists of their perception of

themselves, the other group and how they believe theother group perceives them.

The group then store lists offer which similar and

differences are discussed.


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Are the group goals at odds?

Were perception distorted?

On what basis were stereotypes formulated. Have

some differently by each group?


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Answer to question like these clarify the exact nature

of the conflict.

Once the causes of the difficult have been identified,

the groups can move to the integration phase and

work to develop solutions that will improve relations

between the groups.

Subgroups with members from each of the conflicting

groups can now be created for further diagnoses are

to begin to formulate possible alternative actions thatwill improve relations.


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CHANGE ARCHITECTURE

ARCHITECTURE CHANGE MANAGEMENT


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ARCHITECTURE CHANGE MANAGEMENT

Provides for continuous monitoring of newdevelopments in technology and changes in businessenvironment.

Determines whether to initiate a new architectureevolution cycle or not.

It provides for changes to the framework andprinciples set up in preliminary phase.

APPROACH


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APPROACH

The goal is to ensure changes to architectureare managed in a cohesive and architected

way.

To establish and support the implemented

ENTERPRISE ARCHITECTUREas a dynamic

architecture.


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A DYNAMIC ARCHITECTUREis one having flexibilityto evolve rapidly in response to changes in technology

and business environment.

Change management process determines,


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The circumstance under which the EnterpriseArchitecture will be permitted to change after

implementation.

The circumstances under which the EnterpriseArchitecture development cylce will be initiated again

to develop to new architecture.


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The process is closely related to the architecturegovernance process of enterprise.

The government body has to establish criteria to judge

whether an update is required or a new cycle ofarchitecture development method.

Avoid creeping elegance.

DRIVERS FOR CHANGE


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DRIVERS FOR CHANGE

The technology related drivers for change are asfollows:-

New Technology reports.

Asset Management Cost Reductions.

Technology Withdrawal.

Standard Initiatives.


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Business Drivers for Change are as follows:-

Business as usual developments.

Business Exceptions.

Business Innovations.

Business Technology Innovations.

Strategic Change.

CHANGE MANAGEMENT PROCESS


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CHANGE MANAGEMENT PROCESS

Determines how changes are to be managed,techniques applied and methodologies used.

Needs a filter function which determines which phases

of architecture development process are impacted byrequirements.


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3 architectural change categories are,

SIMPLIFICATION CHANGE

Can be handled via change management

techniques.

INCREMENTAL CHANGE

Capable of being handled or require partial re-

architecting or techniques, depending on nature ofchange.


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RE-ARCHITECTING CHANGE

Requires putting the whole architecture through

the architecture development cycle again.

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