getco culture ppt.pptx

7/29/2019 getco culture ppt.pptx

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ONE INTEGRAL CHANGE I WOULD LIKE TO

BRING IN MY ORGANIZATION - GETCO

Presented by:

(1) N K Patel

(2) P R Patel

(3) R S Thakkar

(4) Khushbu Joshi


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CHANGE WE HAVE FOCUSED :

ORGANIZATION CULTURE

Organization Culture?

Culture is the soul of the

organization the beliefsand values, and how theyare manifested. I think ofthe structure as theskeleton, and as the flesh

and blood. And culture isthe soul that holds thething together and gives itlife force.


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WHAT IS CULTURE ?

Important assumptions that members shares incommon.

Culture has a significant role in long termperformance of organization.

It decides the success or failure of anyorganization. Each organization have its own culture.


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CULTURE ?

1. What is the purpose of organizationalculture?

Organizational culture provides stability and

gives employees a clear understanding ofthe way things are done around here.

2. How do you create and maintain culture? An organizations culture is derived from the

philosophy of its founders. It iscommunicated by managers and employeesare socialized into it.


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CULTURE ?

3. What kind of organizational culture might suit you? Organizational cultures can be analyzed in terms of

members friendliness (sociability) and taskorientation (solidarity).

4. Can organizational culture have a downside? A strong culture can have a negative effect, including

pressure-cooker cultures, barriers to change,difficulty in creating an inclusive environment, andhindering mergers and acquisitions.

5. How do organizations manage change? Kurt Lewin argued that successful change should

follow three steps: unfreezing, moving, andrefreezing. John Kotter built on Lewins work to offeran eight-step model. Two other theories include action

research and appreciative inquiry.


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CULTURE ?

6. Why do people and organizations resist change?

Individuals resist change because of basic human

characteristics such as perceptions, personalities,and needs. Organizations resist change because

they are conservative and because change is difficult.


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LEVELS OF CULTURE

Artifacts

Aspects of an organizations culture that you see,

hear, and feel

Beliefs

The understandings of how objects and ideas

relate to each other

Values

The stable, long-lasting beliefs about what is

important

Assumptions

The taken-for-granted notions of how something

should be in an organization


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LAYERS OF CULTURE


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CHARACTERISTICS OF

ORGANIZATIONAL CULTURE

Innovation and risk-taking

The degree to which employees are encouragedto be innovative and take risks.

Attention to detail

The degree to which employees are expected toexhibit precision, analysis, and attention to detail.

Outcome orientation

The degree to which management focuses on

results or outcomes rather than on technique andprocess.

People orientation

The degree to which management decisions takeinto consideration the effect of outcomes on

people within the organization.


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CHARACTERISTICS OF ORGANIZATIONAL

CULTURE

Team orientation

The degree to which work activities are organized

around teams rather than individuals.

Aggressiveness

The degree to which people are aggressive and

competitive rather than easygoing.

Stability

The degree to which organizational activities

emphasize maintaining the status quo in contrast

to growth.


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CONTRASTING ORGANIZATIONAL

CULTURES - GETCO

Existing Culture Dream Culture

Managers must fully document

all decisions. Creative decisions, change, and risks

are not encouraged.

Extensive rules and regulations exist

for all employees.

Productivity is valued over employee

morale.

Employees are encouraged to stay

within their own department.

Individual effort is identified, but

not rewarded.

Management encourages and

rewards - risk-taking and change. Employees are encouraged to

run with ideas, and failures are

treated as learning experiences.

Employees have few rules and

regulations to follow.

Productivity is balanced with treating

its people right.

Team members are encouraged to interact

with people at all levels and functions.

Many rewards are as individual well as team based.

DOING cultureBEING" culture


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CREATING AND SUSTAINING CULTURE:

Selection

Identify and hire individuals who will fit in with the culture.

Top Management

Senior executives establish and

communicate the norms of the

organization.

Socialization

Organizations need to teach the

culture to new employees.


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THE LIABILITIES OF CULTURE

Culture can have dysfunctional aspects in someinstances.

Culture as a Barrier to Change

When organization is undergoing change, culturemay impede change.

Culture as a Barrier to Diversity

Strong cultures put considerable pressure onemployees to conform.


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CHANGE AGENTS

People who act as catalysts and assume the

responsibility for managing change activities.


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OUTSIDE AGENTS

Can offer an objective perspective.

Usually have an inadequate understanding of the

organizations history, culture, operatingprocedures, and personnel.

Dont have to live with the effect after the changeis implemented.


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INTERNAL AGENTS Have to live with the consequences of their actions.

May be more thoughtful.

May be more cautious.


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LEWINSTHREE-STEP CHANGE MODEL

RefreezingMovingUnfreezing


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THREE-STEP MODEL FOR IMPLEMENTING

CHANGE

Unfreezing

Change efforts to overcome the pressures of both individual

resistance and group conformity.

Moving

Efforts to get employees involved in the change process.

Refreezing

Stabilizing a change intervention by balancing driving and

restraining forces.


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UNFREEZING THE STATUS QUO

Time

Drivingforces

Restrainingforces

Desiredstate

Statusquo


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UNFREEZING

Arouse dissatisfaction with the current state.

Activate and strengthen top management support.

Use participation in decision making.

Build in rewards.


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MOVING

Establish goals.

Institute smaller, acceptable changes that

reinforce and support change.

Develop management structures for change.

Maintain open, two-way communication.


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REFREEZING

Build success experiences.

Reward desired behaviour.

Develop structures to institutionalize the change.

Make change work.


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ACTION RESEARCH

A change process based on the systematic

collection of data and then selection of a

change action based on what the analyzed

data indicate.


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Forces for

Change

RESISTANCE TO CHANGE

Direct Costs

Saving Face

Fear of the Unknown

Breaking Routines

Incongruent Systems

Incongruent Team Dynamics


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SOURCES OF INDIVIDUAL RESISTANCE TO

CHANGE

Security

Economicfactors

Individual

Resistance

Fear of

the unknown

Selective

information

processing

Habit


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CYNICISM ABOUT CHANGE

Feeling uninformed about what was happening.

Lack of communication and respect from onessupervisor.

Lack of communication and respect from onesunion representative.

Lack of opportunity for meaningful participation indecision making.


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SOURCES OF ORGANIZATIONAL

RESISTANCE TO CHANGE

Organizational

Resistance

Threat to established

resource allocations

Structural

inertia

Threat to established

power relationships

Limited focus

of change

Threat to

expertise

Group

inertia


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OVERCOMING RESISTANCE TO CHANGE

Education and communication This tactic assumes that the source of resistance lies in

misinformation or poor communication.

Best used: Lack of information, or inaccurate information

Participation and involvement Prior to making a change, those opposed can be brought

into the decision process.

Best used: Where initiators lack information, and othershave power to resist

Facilitation and support The provision of various efforts to facilitate adjustment.

Best used: Where people resist because of adjustmentproblems


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OVERCOMING RESISTANCE TO CHANGE

Negotiation and agreement Exchange something of value for a lessening of

resistance.

Best used: Where one group will lose, and hasconsiderable power to resist

Manipulation and cooperation

Twisting and distorting facts to make them appear moreattractive.

Best used: Where other tactics wont work or are too

expensive Explicit and implicit coercion

The application of direct threats or force upon resisters.

Best used: Speed is essential, and initiators have power


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SOME EXTERNAL FORCES FOR CHANGE

Information

Technology

Globalization

& Competition

Demography

Courtesy National Board of Antiquities, Finland


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Organization Culture - Transformation

It focuses more on internal than external (market) issuesand values stability and control over flexibility and

discretion. This is the traditional command and control

model of organizations, which can work effectively if the

goal is efficiency and the organizational environment is

stable and simple

More focused on external rather than

internal issues. This culture values profit,

productivity, competitive advantage and

achievement

Hierarchy Culture

Market Culture


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SOME EXTERNAL FORCES FOR CHANGE

Information

Technology

Globalization

& Competition

Demography

Courtesy National Board of Antiquities, Finland

getco culture ppt.pptx

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