culture change & organisational development
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7/23/2019 Culture Change & Organisational Development
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Culture Change
&Organisational Development
Culture vs Organisational Culture
Individual vs Collective
New managerialism
Behaviour & Attitude
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Culture vs Organisational Culture
My Culture video
Your Culture video
Organisational Culture what doyou understand y this concept!
Individual "so#t$ vs Collective"hard$
http://www.youtube.com/watch?v=oWxWdS_-hVchttp://www.youtube.com/watch?v=i-31Y59Ow3Uhttp://www.youtube.com/watch?v=i-31Y59Ow3Uhttp://www.youtube.com/watch?v=oWxWdS_-hVc -
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Organisational Culture "OC$& Change "%$
Individual "so#t$ vs Collective "hard$
trong ' healthy OC lin(ed withincreased e)ectiveness ' e*ciency
%+ OC is complicated idea it e,istsat di)erent levels ut we-re not
sure aout their relationship.+ Is culture manageale! renders
No%+aove impossile!
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Organisational Culture "OC$& Change ".$
%+ /nderwrite validity ' importanceo# managing culture y reducingcomple,ity o# the idea0
culture 1 ehaviour & attitude
.+ 2ry and lin( a type o# culture mostappropriate to the development
o# success#ul organisations ata(en #or granted "or is it3 and is itachieveale!
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Appearance PhysicalEnvironment Language
Behaviour
Habits
Circumstances
Beliefs/Values
Thoughts
Emotions
Personal Iceberg
Attitue
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Organisational Culture "OC$& Change "4$
5hen employees #ollow rules3policies and procedures are they0
6egitimate rules 1 consent!
Is there a #ear o# not #ollowingthem 1 compliance!
Are they really othered oraccepting 7that-s 8ust the way wedo things around here!
/ ness & 29:M ness+
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Organisational Culture "OC$& Change ";$ Are employees
really emptyvessels whocan-t thin( #orthemselves!
5hat in
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Organisational Culture "OC$& Change "=$
5hen we discuss culture we are tal(ingideology ' values ' elie#s "deep rooted &hidden$
Does management have a right to challengean individual to ma(e them >t the collective!
2o engage employees management couldget uy?in y 5II@M
Organisations need to de>ne a managealeconcept o# culture and e up #ront aout thechanges needed to ring aout culturalchange result is con
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Organisational er#ormance2he ational "9ard$ :motional alance"o#t$
9M 9DCorporate strategy
esults "er#ormance$
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!elf Image an PersonalPo"er
I#m not$%
"ith me
&ou#re not $% by me
I#m $%"ithme
&ou#re $% by me
Get away from Get on with
Get rid ofGetnowhere
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Physicalengagement
Emotionalengagement
HEA'
Intellectual /rationalengagement
(a)ing Learning(eaningful
HEA*T
HA+'
Inspiration:nergy:nthusiasm
assion
@ramewor(sModels2ools
:,amples
Demonstration
? Behaviours? (ills
LEA*+I+,
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Ho" PeopleLearn
-or)ing "ithTheories
an (oels
Prefers re.ection
0-hat happene1#
Prefers theory
0-hat oes it mean1#
Prefers practicalapplication
0Ho" oes it "or)1#
Prefers action
0Lets have a go#
Applyinglearning inreal "orl
situations
Engaging in thee2perience3
Thin)ing aboutthe e2perience
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Learning
Time
4nconscious
competenceI (now that I amgood+ I don-t thin(aout it anymore
ConsciousIncompetence
I (now that I don-t (now
4nconsciousIncompetence
I don-t (nowthat I don-t
(now
ConsciousCompetence
I (now that Iam good3 and I
understand why
2
2
2
2
The LearningCurve
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!ingle Loop V5 'ouble Loop Learning
6!imple7 6,enerative7
Problem? di)erenceetween whereyou are and whereyou want to e
'ecision
Action
8eebac)? the resulto# youraction
Problem? di)erenceetween whereyou are and whereyou want to e
'ecision
Action
8eebac)? the resulto# youraction
Beliefs anAssumptions? 5hat are my current elie#sand assumptions and what aretheycontriuting to the prolem
Brings elie#s and assumptions into#eedac( loop leading to Euestions aoutour oundaries aout what is possileand necessary+
2a(es place within oundary o#assumptions and elie#s aout whatis possile and necessary+
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Diversity is any and all o# the
elements o# similarity or
di)erence3 whether these e
visile or invisile3 which can
enhance or inhiit e)ectiveinteraction etween two people
depending on our reaction to each
o# the elements+
Coaching an'iversity
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An organisation which emraces Diversitye,pects to0
Attract and promote #rom a wider pool
o# talent+ Develop the potential o# all employees+
Increase in motivation3 productivity and
competitiveness+
etain s(illed and e,perienced people+ educe in recruitment and training
costs+
educe o# asenteeism and sic( leave+
Freater range o# s(ills3 perspectives3
The Business Bene9ts of'iversity : Insie $ut
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An organisation which emraces Diversitye,pects to0
:nhance its reputation and image with
customers Freater innovation and creativity in the
development o# ideas and products
Freater understanding o# the
reEuirements and needs o# customers 5in increased mar(et share o#
customers #rom diverse communities+
Increase customer satis#action levels
achieved with customers #rom minority
The Business Bene9ts of'iversity : $utsie In
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Inclusion
Creating an environment3 climate and
culture which welcomes and emraces
the strengths o# our di)erences3encourages involvement and provides
eEual access to opportunities and
in#ormation+
2here is an ine,tricale lin( etween
diversity mindset and a coaching
mindset+
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*ecognising a 'iversity(inset A willingness to consistently raise
own sel# awareness
9onesty aout own com#ort Gones
around reaction to di)erence :nthusiasm #or change
A willingness to learn new
ehaviours
Actions supporting words
@ocus on what uniEue value each
person can add
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-hy Coaching; -hy+o"1
2he greatest revolution o#
our generation is the
discovery that human eings3y changing the inner
attitudes o# their minds3 can
change the outer aspects o#
their lives "behaviour$+-illiam ?@ ==
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