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THE PROCESS OFCULTURE
CHANGE
Marielle Baldago
II-9 BS Psychology
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Four Caveats
1. Agree with the notion that leaders are
the architects and developers of
organizational culture
2. Process of culture change essentially
begins with targeting one of the 3layers of organizational culture
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3. Consider the extent to which the current
culture is aligned with the organizations
vision and strategic plan before
attempting to change any aspect of
organizational culture
- Vision
- Strategic plan
4. Use a structured approach when
implementing culture change
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Mechanisms
1. Formal statements of the
organizational philosophy, mission,
values, and materials used forrecruiting, selection, and socialization
2. The design of physical space, work
environments and buildings3. Slogans, language, acronyms, and
sayings
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4. Deliberate role modeling, training
programs, teaching, and coaching by
managers and supervisors
5. Explicit rewards, status symbols and
promotion criteria6. Stories, legends or myths about key
people and events
7. The organizational activities, processes,
or outcomes that leaders pay attention
to, measures, and control
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8. Leader reactions to critical incidents and
organizational crises
9. The workflow and organizational
structure
10. Organizational systems and procedures11. Organizational goals and the associated
criteria used for recruitment, selections,
development, promotion, layoffs, andretirement of people
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The Organizational
Socialization Process
- the process by which a person learns
the values, norms, and required
behaviors which permit him to
participate as a member of the
organization
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A THREE-PHASE MODEL
OF ORGANIZATIONALSOCIALIZATION
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PHASE 1: Anticipatory
Socialization
- it occurs before an individual actually
joins an organization
Realistic Job Preview
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PHASE 2: Encounter
- the employees come to learn what the
organization is really like.
Onboarding
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PHASE 3: Change and
Acquisition
- the employees master the important
tasks and roles and adjust to their work
groups values and norms.
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Socialization Tactics
1. Collective vs. Individual
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2. Formal vs. Informal
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3. Sequential vs. Random
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4. Fixed vs. Variable
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5. Serial vs. Disjunctive
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6. Investiture vs. Divestiture
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Diversity of developmental
relationships
- the variety of people within the
network an individual uses for
developmentall assistance.
1. Number of different people the person
is networked with
2. Various social systems from which the
networked relationships stem
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Developmental relationship
strength
- quality of relationships among the
individual and those involved in his or
her developmental network
Receptive
Traditional
Opportunistic
Entrepreneurial
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Personal and Organizational
Implications
1. Foster a broad developmental network.
2. Job and career satisfaction are likely tobe influenced by the consistency betweenyour career goals and type ofdevelopmental network at your disposal.
3. Developers willingness to provide careerand psychosocial assistance.
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4. Become proficient at using social
networking tools such as Twitter,
LinkedIn, and Facebook.
5. You should develop a mentoring plan.
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1. Identify and prioritize your mentoring
goals.
2. Identify people who are skilled or
experienced in areas you want to
improve.
3. Determine how nest to build a
relationship with these targeted
individuals.
4. Determine how you can provide value to
your mentor.
5 Determine when it is time to move on