culture change and linkages with hrm

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Culture Change and linkages to HRM

By: Mutema Chella

MBA 5712-HRM

May 2010


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Approach of Presentation

Introduction

Definitions of cultural change (Organizations)

Organizational and Corporate culture

Key issues in cultural change (Organizations)

Importance to Businesssuccess Linkages of Cultural Change to HRM


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Introduction

Contemporary organizations operate in more

complex, competitive and volatile environment

To attain and retain a competitive advantage

they must be quick to respond

Have to leverage changes through formal and

informal aspects of an organization


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Culture

Classical view Takes diagnoses askey

stages in a rational change (Patterson &Wilkins, 1985)

Where do we need to go strategically as an organization

Where are we now as a culture?

What are the gaps between where we are and where weshould be?

What is the plan of action to close the gap?


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Culture

This approach is based on Kurt LewinsDefn.

Assumes that change issomething which happensbetween levels of quasi-stationery equilibrium-a

thing that can be observed, analyzed and replaced

with a better thing


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Culture

More modern and complex view:

Culture becomes a process rather than a state(Prigonine & Stenger, 1984)

Emergent result of conversations and negotiations

(Seel, 2001)


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Organizational & Corporate culture

Organizational

Shared assumptions, values and norms that shapethe socialization activities, language, symbols, rites

and ceremonies in organizations (Jackson &

Schuler, 2003)

Hidden and Observable elements (norms, values, assumptions) &(practices,

narratives, language symbols, socialization)


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Organizational & Corporate culture

Corporate

Wider & deeper concepts, something that anorganization is rather than what it has (Buchanan

& Huczynsk, 2007)

The character of the organization

Unlike organizational culture corporate culture can be

imported into the organization


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Importance to Business Success

The leadership, strategy, and structure of an

organization evolve throughout the life of theorganization and gives rise to organizational culture

A strong culture provides clearguidelines for how

people in organizationshould behave, when

matched with organizations objectives and

concerns of multiple stakeholders, a strong culture

can enhance organizational performance and

individual performance and satisfaction


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Key issues

Strategic Vision Should be clear to be effective

Top Management Commitment Should lead the change and support the change

Model culture Change Top management behaviorshould symbolize kind of values

(new values)


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Key issues (Contd)

Organizational support Modification of organizational structures and process to

support change

Socialize Especially fornew comers during Merger and Acquisition

support the change

Ethical and Legal issues Culture change can lead to tensions between organizational

and individual interests, so these would have to be addressed


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Culture change and HRM linkages


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Culture change and HRM linkages

Linkages

People management strategiesshould complimentand contribute to the improvement of the productivecapacity of the business in the short and long termand should be developed in advance of actualintroduction of formal change in the organization


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Culture change & HRM linkages(Contd)

Research on integration following mergers andacquisitionsshow that HR implication ofstrategicchange should not be treated as after thought, shouldbe part of the business planning


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Culture change & HRM linkages(Contd)

HR strategist such asDavid Ulrich believe that a keypart of HRs role is to be a custodian of the companysculture and driver of cultural change


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Thank you for attention

culture change and linkages with hrm

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