Ckm Mod Three

Module-3

Organizational

Culture

 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 or collectively.

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.

Understanding culture for organizational change Impact

of culture Culture gives identity, provides collective commitment, builds social system stability and allows people to make sense of the organization (Sannwald, 2000)

5 Elements of Culture 

Values  Values

are heartfelt beliefs about the appropriate way to behave. Values constitute the should and shouldn't of individual and cultural life.

Norms A

norm is an expected and accepted behavior: "It's the way we do things around here." These social standards of behavior may or may not be consistent with individual or cultural values.

Organizational Support Systems There are a variety of mechanisms that define and perpetuate the culture. Formal structures such as laws, rules and policies play an important role. And informal structures such as the "grapevine" are also powerful.

Information about organizational support can be organized into the following 10 broad categories: (1) modeling; (2) recruitment and selection; (3) orientation; (4) training; (5) rewards and recognition; (6) confrontation; (7) communication systems; (8) relationships and interactions; (9) symbols, myths and rituals; and (10) allocation of resources.

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.

Climate  Some

cultures embrace needed change while other cultures are highly resistant. Three attributes seem to determine a culture's receptivity to change--sense of community, shared vision and positive outlook

Definition  Organizational

culture : comprises the attitudes, experiences, beliefs and values of an organization.  It has been defined as "the specific collection of values and norms that are shared by people and groups in an organization and that control the way they interact with each other and with stakeholders outside the organization.

 Organizational

values are beliefs and ideas about what kinds of goals members of an organization should pursue and ideas about the appropriate kinds or standards of behavior organizational members should use to achieve these goals.

 Organizational

values develop organizational norms, guidelines or expectations that prescribe appropriate kinds of behavior by employees in particular situations and control the behavior of organizational members towards one another"

Five core cultural values Integrity Respect

& Trust Excellence Individual fulfillment Profitable growth

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 way people 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.

 Organizational

culture is similar to, say, regional culture. The same person in different organizations (or parts of the same organization) would act in different ways.

What we do is determined by our culture.

What Is Organizational Culture Characteristics: 2. Innovation and risk taking 3. Attention to detail 4. Outcome orientation 5. People orientation 6. Team orientation 7. Aggressiveness 8. Stability

Institutionalization: A Forerunner of Culture

What Is Organizational Culture

British Airways Culture

is very powerful. (One example is the cultural change effort at British Airways, which transformed an unprofitable airline with a poor reputation into a

paragon of politeness and profit).

Stages in the Socialization Process

A Socialization Model

How Organizational Cultures Have an Impact on Performance and Satisfaction

Ways of Transmitting Organizational Culture

Formal socialization practices Ceremonial Rites and Ceremonies

Employees learn through:

Signs, symbols, stories

The organizational language

Strong Vs Week Culture        

Depends on how widely the & intensely the core values of the 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 uponThe kind of orientation given to the employees at the time of joining. Reward system Induction program

Strong Vs Week Culture  Intensity  Refers

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 culture  Influenced by the reward system of the organization

Functions of culture  Boundary

defining Role  Values, traditions & rituals  Sense of Identity :  Enhances employee commitment towards organizational goals.  Collective Commitment  Common values, assumptions & ideologies upheld by the members.  Stability of social System  Acts as social bond among the members of the organization  Brings uniformity in the behavior of the employees.

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?

 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.

 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 different cultures act and perform differently, changing the culture can allow everyone to perform more effectively and constructively.This applies to colleges and schools as much as it applies to businesses.

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 share was falling, and its fixed costs and losses were high.

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.

 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.

 The

proponents of change must model

the behavior they want to see in others carefully. If they do not send a consistent messag`e and keep that message clear and dominant over time, cultural change may be seen as just another fad.

 Frequently,

change becomes harder when the organization starts to turn around. At Chrysler, the pace of change dropped off

dramatically when profits started to appear regularly, and Mr.Bob began to fatten middle management again, adding layers between line workers and decision makers.Complacency is an ever-present danger when changes start to take effect.

 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 CEO Robert Eaton chose to sell the company to Daimler-Benz (at an immense personal profit).

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.

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,

T

& D, empowerment,  Quality initiatives and so on.

Culture

transformation is perceived as the task of a leader.

Bottom up Approach  The

bottom up changes involves incremental changes and are linked with an organization “critical path”



 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

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 increased multifold in the past last 15years.

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 order to clearly understand the needs and deal with them appropriately.

 Any

culture is primarily a system for creating, sending, storing and processing information.

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

I

am OK - you are not OK  I am not OK – you are OK  I am not OK – you are not OK  I am OK - you are OK

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 around him, 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 periods of time.

Time  Situation  People  Structure  Policy

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 of a conscious act,  architectural product or work,  a method or style of building. 

 The

objective of this phase is to establish an Architecture Change Management process for the new Enterprise Architecture baseline that is achieved with completion of the Implementation governance phase.

 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.

 The

Architecture Change Management process is very closely related to the architecture governance processes of the enterprise, and to the management of the Architecture Contract between the Architecture function and the business users of the enterprise.

 Registration

of all events that may impact the architecture.  Resource allocation and management for architecture tasks.

Culture Change Process

STRATEGY FOR A CULTURE CHANGE

Strategy for a cultural change 

The following are the four generic change scenarios. We shall look at the particular management challenges involved in initiating and implementing each type of change.



These scenarios are:-



Structural change. Mergers and acquisitions. Cultural change. IT-based process change.

  



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 CULTURE CHANGE IS GIVEN BELOW 

Always link to organizational vision, mission and objectives.



Create a sense of urgency and continually reinforce the need to change.



Attend to stakeholder issues.



Remember that ‘the how’ is as important as ‘the what’.



Build on the old, and step into the new.



Generate enabling mechanisms such as the reward systems, and planning and performance management systems that support the objectives and preferred behavior of the new culture.



Managers need to act as role models



Create a community of focused and flexible leaders during period of change.



Insist on collective ownership of the changes.

CULTURE CREATION OCCURS IN THREE WAYS 

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



They indoctrinate and socialize these employees to their way of thinking and feeling. And



Finally, the founder’s own behavior acts as a role model that encourages employees to identify with them and there by internalize their beliefs, values and assumptions.

TRANS GLOBAL CONTENTS

Cultural training will strengthen your international 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 new understanding effectively.

Cultural briefings on specific countries or regions: If you are going to have contact daily with overset partners you will benefit from cross cultural 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.

General cultural awareness training: Perhaps you need more general cross – cultural

skill we can give you practical cultural onwards training to improve your Trans national communications and from effectiveness. Typical solution include from building, global presentations, employee communication and cross cultural coaching.

CROSS CULTURAL CONTENT

CROSS CULTURAL CONTENT 

With the advent of technology and the global village making its mark, the number of business travelers from and to different countries has increased multifold in the past last 15 years. 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 in order to clearly understand the needs and deal with them appropriately

INTERGROUP DEVELOPMENT



A major area of concern in OD is the dysfunctional conflict 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 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 the other group perceives them.



The group then store lists offer which similar and differences are discussed.



Are the group goals at odds?



Were perception distorted?



On what basis were stereotypes formulated. Have some differently by each group?



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 that will improve relations.

CHANGE ARCHITECTURE

ARCHITECTURE CHANGE MANAGEMENT



Provides for continuous monitoring of new developments in technology and changes in business environment.



Determines whether to initiate a new architecture evolution cycle or not.



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

APPROACH



The goal is to ensure changes to architecture

are managed in a cohesive and architected way.  To

establish and support the implemented ENTERPRISE ARCHITECTURE as a dynamic architecture.



A DYNAMIC ARCHITECTURE is one having flexibility to evolve rapidly in response to changes in technology and business environment.



Change management process determines,



The circumstance under which the Enterprise Architecture will be permitted to change after implementation.



The circumstances under which the Enterprise Architecture development cylce will be initiated again to develop to new architecture.



The process is closely related to the architecture governance process of enterprise.



The government body has to establish criteria to judge whether an update is required or a new cycle of architecture development method.



Avoid creeping elegance.

DRIVERS FOR CHANGE The technology related drivers for change are as follows:   

New Technology reports. Asset Management Cost Reductions. Technology Withdrawal. Standard Initiatives.

Business Drivers for Change are as follows:    

Business as usual developments. Business Exceptions. Business Innovations. Business Technology Innovations. Strategic Change.

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 by requirements.



3 architectural change categories are, SIMPLIFICATION CHANGE Can be handled via change management techniques. INCREMENTAL CHANGE Capable of being handled or require partial rearchitecting or techniques, depending on nature of change.

RE-ARCHITECTING CHANGE Requires putting the whole architecture through the architecture development cycle again.