Introduction to management 13th schemerhorn bachrach chapter 12
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John R. Schermerhorn, Jr.
12
Daniel G. Bachrach
Introduction to Management
th
13 edition
Chapter 12
Organizational Change and
Development
Planning Ahead — Key Takeaways
Explain the concept of organizational culture and discuss how it affects
organizational behavior and performance.
Describe how a multicultural organization handles subcultures and diversity issues.
Identify alternative approaches to organizational change and the types of change
strategies and resistance to change found in organizations.
Copyright ©2015 John Wiley & Sons, Inc.
Chapter 12 Outline
1. Organizational Cultures
a)
Understanding organizational culture
b)
Observable culture
c)
Values and the core culture
2. Multicultural Organizations
a)
Multicultural organizations
b)
Organizational subcultures
c)
Power, diversity, and organizational subcultures
Copyright ©2015 John Wiley & Sons, Inc.
Chapter 12 Outline
3. Organizational Change
a)
Models of change leadership
b)
Transformational and incremental and change
c)
Phases of planned change
d)
Change strategies
e)
Resistance to change
Copyright ©2015 John Wiley & Sons, Inc.
Organizational Cultures
Organizational culture
The system of shared beliefs and values that guides behavior in organizations
Socialization
How new members learn the culture of the organization
Copyright ©2015 John Wiley & Sons, Inc.
Organizational Cultures
Four common organizational cultures, according to LeadershipIQ:
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Hierarchical cultures emphasize tradition and clear roles;
Dependable cultures emphasize process and slow change;
Enterprising cultures emphasize creativity and competition; and,
Social cultures emphasize collaboration and trust.
Copyright ©2015 John Wiley & Sons, Inc.
Organizational Cultures
The best organizations have positive cultures that:
Respect members
Are customer driven
Are performance-oriented
Encourage positive work behaviors
Discourage dysfunctional behaviors
Copyright ©2015 John Wiley & Sons, Inc.
Organizational Cultures
Questions for reading an organization’s culture
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How tight or loose is the structure?
Do most decisions reflect change or the status quo?
What outcomes or results are most highly valued?
How widespread is empowerment, worker involvement?
What is the competitive style, internal and external?
What value is placed on people, as customers and employees?
Is teamwork a way of life in this organization?
Copyright ©2015 John Wiley & Sons, Inc.
Figure 12.1 Levels of organizational culture—observable culture and core culture in the organizational
“iceberg ”
CORE CULTURE
Core Values
•
Beliefs about the right ways to
behave
Copyright ©2015 John Wiley & Sons, Inc.
Organizational Cultures
What is observable culture?
What one sees and hears when walking around an organization
Elements of observable culture:
Heroes
Ceremonies, rites and rituals
Legends and stories
Metaphors and symbols
Copyright ©2015 John Wiley & Sons, Inc.
Organizational Cultures
Core culture: consists of the core values, or underlying assumptions
and beliefs that shape and guide people’s behaviors in an
organization.
Core values are beliefs and values shared by organization members
Copyright ©2015 John Wiley & Sons, Inc.
Organizational Cultures
Important cultural values include:
Performance excellence
Innovation
Social responsibility
Integrity
Worker involvement
Customer service
Teamwork
Copyright ©2015 John Wiley & Sons, Inc.
Organizational Cultures
Value-based management:
Describes managers who actively help to develop, communicate, and enact
shared values
Copyright ©2015 John Wiley & Sons, Inc.
Organizational Cultures
Workplace spirituality:
Creates meaning and shared community among organizational members
Copyright ©2015 John Wiley & Sons, Inc.
Multicultural Organizations and Diversity
Multiculturalism
involves inclusiveness, pluralism, and
respect for diversity
Multicultural organizations
has a culture with core values that respect diversity and support
multiculturalism.
Copyright ©2015 John Wiley & Sons, Inc.
Multicultural Organizations and Diversity
Characteristics of multicultural organizations:
Pluralism
Structural integration
Informal network integration
Absence of prejudice and discrimination
Minimum intergroup conflict
Copyright ©2015 John Wiley & Sons, Inc.
Multicultural Organizations and Diversity
Organizational subcultures
groups of people who share similar beliefs and values based on their work or
personal characteristics.
Ethnocentrism is the belief that one’s subculture is superior to all others
Copyright ©2015 John Wiley & Sons, Inc.
Multicultural Organizations and Diversity
Common subcultures include:
Generational
Gender
Occupations and functions
Ethnicity or national cultures
Copyright ©2015 John Wiley & Sons, Inc.
Multicultural Organizations and Diversity
Diversity:
Diversity basically means the presence of differences.
Diversity alone does not guarantee positive performance impact
Diversity must be included in training and human resource practices
Positive impact results when diversity is embedded in the organizational culture
Copyright ©2015 John Wiley & Sons, Inc.
Multicultural Organizations and Diversity
Challenges faced by minorities and women:
Glass ceiling
Leaking pipeline problem
Harassment and discrimination
Minorities may adapt by exhibiting biculturalism - adopting characteristics
of the majority culture
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Figure 12.2 Glass ceilings as barriers to women and minority cultures in
traditional organizations
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Multicultural Organizations and Diversity
Diversity Leadership
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Organizational Change
Change leader
A change agent who takes leadership initiative for changing the existing pattern
of behavior of another person or social system
Copyright ©2015 John Wiley & Sons, Inc.
Figure 12.3 Change leaders versus status quo managers
Copyright ©2015 John Wiley & Sons, Inc.
Organizational Change
Top-down change
Change initiatives come from senior management
Success depends on support of middle-level and lower-level workers
Copyright ©2015 John Wiley & Sons, Inc.
