CKM Mod Three
Transcript of CKM Mod Three
-
8/14/2019 CKM Mod Three
1/83
Module-3
OrganizationalCulture
-
8/14/2019 CKM Mod Three
2/83
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 orcollectively.
-
8/14/2019 CKM Mod Three
3/83
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.
-
8/14/2019 CKM Mod Three
4/83
Understanding culture for organizational change
Impact of culture
Culture gives identity, provides
collective commitment, buildssocial system stability and allows
people to make sense of the
organization(Sannwald, 2000)
-
8/14/2019 CKM Mod Three
5/83
5 Elements of Culture
-
8/14/2019 CKM Mod Three
6/83
Values
Values are heartfelt beliefs about the
appropriate way to behave. Values
constitute the should and shouldn't of
individual and cultural life.
-
8/14/2019 CKM Mod Three
7/83
-
8/14/2019 CKM Mod Three
8/83
Organizational Support Systems
There are a variety of mechanisms
that define and perpetuate the
culture. Formal structures such aslaws, rules and policies play an
important role. And informal
structures such as the "grapevine"are also powerful.
-
8/14/2019 CKM Mod Three
9/83
Information about organizational supportcan be organized into the following 10broad categories: (1) modeling; (2)
recruitment and selection; (3)orientation; (4) training; (5) rewards andrecognition; (6) confrontation; (7)communication systems; (8)
relationships and interactions; (9)symbols, myths and rituals; and (10)allocation of resources.
-
8/14/2019 CKM Mod Three
10/83
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.
-
8/14/2019 CKM Mod Three
11/83
Climate
Some cultures embrace needed change
while other cultures are highly resistant.
Three attributes seem to determine a
culture's receptivity to change--sense ofcommunity, shared vision and positive
outlook
-
8/14/2019 CKM Mod Three
12/83
Definition
Organizational culture : comprises theattitudes, experiences, beliefs andvalues of an organization.
It has been defined as "the specificcollection of values and norms that areshared by people and groups in anorganization and that control the waythey interact with each other and withstakeholders outside the organization.
http://en.wikipedia.org/wiki/Attitude_%28psychology%29http://en.wikipedia.org/wiki/Value_%28personal_and_cultural%29http://en.wikipedia.org/wiki/Organizationhttp://en.wikipedia.org/wiki/Stakeholderhttp://en.wikipedia.org/wiki/Stakeholderhttp://en.wikipedia.org/wiki/Organizationhttp://en.wikipedia.org/wiki/Value_%28personal_and_cultural%29http://en.wikipedia.org/wiki/Attitude_%28psychology%29 -
8/14/2019 CKM Mod Three
13/83
Organizational values are beliefs and
ideas about what kinds of goals
members of an organization should
pursue and ideas about the appropriatekinds or standards of behavior
organizational members should use to
achieve these goals.
-
8/14/2019 CKM Mod Three
14/83
Organizational values develop
organizational norms, guidelines or
expectations that prescribe appropriate
kinds of behavior by employees inparticular situations and control the
behavior of organizational members
towards one another"
-
8/14/2019 CKM Mod Three
15/83
Five core cultural values
Integrity
Respect & Trust
Excellence
Individual fulfillment
Profitable growth
-
8/14/2019 CKM Mod Three
16/83
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 waypeople 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.
-
8/14/2019 CKM Mod Three
17/83
Organizational culture is similar to, say,
regional culture. The same person in
different organizations (or parts of the
same organization) would act in differentways.
-
8/14/2019 CKM Mod Three
18/83
What we do is determined
by our culture.
-
8/14/2019 CKM Mod Three
19/83
What Is Organizational Culture
Characteristics:
2. Innovation and risktaking
3. Attention to detail4. Outcome orientation
5. People orientation
6. Team orientation
7. Aggressiveness
8. Stability
-
8/14/2019 CKM Mod Three
20/83
Institutionalization: A Forerunner of Culture
-
8/14/2019 CKM Mod Three
21/83
What Is Organizational Culture
-
8/14/2019 CKM Mod Three
22/83
British Airways
Culture is very powerful. (One
example is the cultural change effort
at British Airways, whichtransformed an unprofitable airline
with a poor reputation into a
paragon of politeness andprofit).
-
8/14/2019 CKM Mod Three
23/83
Stages in the Socialization
Process
-
8/14/2019 CKM Mod Three
24/83
A Socialization Model
-
8/14/2019 CKM Mod Three
25/83
How Organizational Cultures Have an Impact
on Performance and Satisfaction
-
8/14/2019 CKM Mod Three
26/83
Ways of Transmitting Organizational Culture
Employees
learn
through:
Formal socialization
practices
Signs, symbols, stories
Ceremonial
Rites
and
Ceremonies
The
organizational
language
-
8/14/2019 CKM Mod Three
27/83
Strong Vs Week Culture
Depends on how widely the & intensely the core values ofthe 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 upon-Shardeness depends upon- The kind of orientation given to the employees at the time
of joining. Reward system Induction program
-
8/14/2019 CKM Mod Three
28/83
Strong Vs Week Culture
IntensityRefers 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 cultureInfluenced by the reward system of the
organization
-
8/14/2019 CKM Mod Three
29/83
Functions of culture
Boundary defining RoleValues, traditions & ritualsSense of Identity :Enhances employee commitment towards
organizational goals.Collective CommitmentCommon values, assumptions & ideologies upheld
by the members.
Stability of social SystemActs as social bond among the members of the
organizationBrings uniformity in the behavior of the employees.
-
8/14/2019 CKM Mod Three
30/83
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?
-
8/14/2019 CKM Mod Three
31/83
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.
-
8/14/2019 CKM Mod Three
32/83
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 differentcultures act and perform differently, changing
the culture can allow everyone to perform
more effectively and constructively.Thisapplies to colleges and schools as much as it
applies to businesses.
-
8/14/2019 CKM Mod Three
33/83
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 sharewas falling, and its fixed costs and
losses were high.
-
8/14/2019 CKM Mod Three
34/83
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.
-
8/14/2019 CKM Mod Three
35/83
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.
-
8/14/2019 CKM Mod Three
36/83
The proponents of change must model
the behavior they want to see in
others carefully. If they do not send aconsistent messag`e and keep that
message clear and dominant over time,
cultural change may be seen as justanother fad.
-
8/14/2019 CKM Mod Three
37/83
Frequently, change becomes harder when the
organization starts to turn around. At Chrysler,
the pace ofchange dropped off
dramatically when profits started toappear regularly, and Mr.Bob began tofatten middle management again, adding
layers between line workers and decisionmakers.Complacency is an ever-present
danger when changes start to take effect.
-
8/14/2019 CKM Mod Three
38/83
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 CEORobert Eaton chose to sell the company
to Daimler-Benz (at an immense
personal profit).
-
8/14/2019 CKM Mod Three
39/83
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.
-
8/14/2019 CKM Mod Three
40/83
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,
-
8/14/2019 CKM Mod Three
41/83
T & D, empowerment,
Quality initiatives and so on.
Culture transformation is perceived
as the task of a leader.
-
8/14/2019 CKM Mod Three
42/83
-
8/14/2019 CKM Mod Three
43/83
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
-
8/14/2019 CKM Mod Three
44/83
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 increasedmultifold in the past last 15years.
-
8/14/2019 CKM Mod Three
45/83
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 orderto clearly understand the needs and deal
with them appropriately.
-
8/14/2019 CKM Mod Three
46/83
Any culture is primarily a system for
creating, sending, storing and
processing information.
-
8/14/2019 CKM Mod Three
47/83
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
-
8/14/2019 CKM Mod Three
48/83
I am OK - you are not OK
I am not OK you are OK
I am not OK you are not OKI am OK - you are OK
-
8/14/2019 CKM Mod Three
49/83
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 aroundhim, 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 periodsof time.
-
8/14/2019 CKM Mod Three
50/83
Time
Situation
People
StructurePolicy
-
8/14/2019 CKM Mod Three
51/83
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 ofa conscious act,
architectural product or work,
a method or style of building.
-
8/14/2019 CKM Mod Three
52/83
The objective of this phase is to
establish an Architecture Change
Management process for the new
Enterprise Architecture baseline that isachieved with completion of the
Implementation governance phase.
-
8/14/2019 CKM Mod Three
53/83
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.
-
8/14/2019 CKM Mod Three
54/83
The Architecture Change Management
process is very closely related to the
architecture governance processes of
the enterprise, and to the managementof the Architecture Contract between the
Architecture function and the business
users of the enterprise.
-
8/14/2019 CKM Mod Three
55/83
Registration of all events that may
impact the architecture.
Resource allocation and management
for architecture tasks.
-
8/14/2019 CKM Mod Three
56/83
Culture Change Process
-
8/14/2019 CKM Mod Three
57/83
STRATEGY FOR A CULTURECHANGE
-
8/14/2019 CKM Mod Three
58/83
Strategy for a cultural change
The following are the four generic change scenarios.We shall look at the particular managementchallenges involved in initiating and implementingeach type of change.
These scenarios are:-
Structural change. Mergers and acquisitions.
Cultural change. IT-based process change.
-
8/14/2019 CKM Mod Three
59/83
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
-
8/14/2019 CKM Mod Three
60/83
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 tochange.
Attend to stakeholder issues.
Remember that the how is as important as the what.
Build on the old, and step into the new.
-
8/14/2019 CKM Mod Three
61/83
Generate enabling mechanisms such as the rewardsystems, and planning and performance
management systems that support the objectives andpreferred behavior of the new culture.
Managers need to act as role models
Create a community of focused and flexible leadersduring period of change.
Insist on collective ownership of the changes.
-
8/14/2019 CKM Mod Three
62/83
CULTURE CREATION OCCURS IN THREE WAYS
Founders hire and keep only employees who think andfeel the same way they do.
They indoctrinate and socialize these employees to
their way of thinking and feeling. And
Finally, the founders own behavior acts as a rolemodel that encourages employees to identify withthem and there by internalize their beliefs, values and
assumptions.
-
8/14/2019 CKM Mod Three
63/83
TRANS GLOBAL CONTENTS
-
8/14/2019 CKM Mod Three
64/83
Cultural training will strengthen yourinternational 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 newunderstanding effectively.
-
8/14/2019 CKM Mod Three
65/83
Cultural briefings on specific countries or
regions:-
If you are going to have contact daily with
overset partners you will benefit from crosscultural 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.
-
8/14/2019 CKM Mod Three
66/83
General cultural awareness training:-
Perhaps you need more general cross culturalskill we can give you practical cultural onwards
training to improve your Trans nationalcommunications and from effectiveness. Typical
solution include from building, global
presentations, employee communication and
cross cultural coaching.
-
8/14/2019 CKM Mod Three
67/83
CROSS CULTURALCONTENT
-
8/14/2019 CKM Mod Three
68/83
CROSSCULTURAL CONTENT
With the advent of technology and the global villagemaking its mark, the number of business travelersfrom and to different countries has increased multifoldin the past last 15 years. The world has literallybecome very small.
This has brought in the need of knowing andunderstanding the various cultures of the countriesthat we travel in order to clearly understand the needsand deal with them appropriately
-
8/14/2019 CKM Mod Three
69/83
INTERGROUP DEVELOPMENT
A major area of concern in OD is the dysfunctionalconflict 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
-
8/14/2019 CKM Mod Three
70/83
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 theother group perceives them.
The group then store lists offer which similar and
differences are discussed.
-
8/14/2019 CKM Mod Three
71/83
Are the group goals at odds?
Were perception distorted?
On what basis were stereotypes formulated. Have
some differently by each group?
-
8/14/2019 CKM Mod Three
72/83
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 thatwill improve relations.
-
8/14/2019 CKM Mod Three
73/83
CHANGE ARCHITECTURE
ARCHITECTURE CHANGE MANAGEMENT
-
8/14/2019 CKM Mod Three
74/83
ARCHITECTURE CHANGE MANAGEMENT
Provides for continuous monitoring of newdevelopments in technology and changes in businessenvironment.
Determines whether to initiate a new architectureevolution cycle or not.
It provides for changes to the framework andprinciples set up in preliminary phase.
APPROACH
-
8/14/2019 CKM Mod Three
75/83
APPROACH
The goal is to ensure changes to architectureare managed in a cohesive and architected
way.
To establish and support the implemented
ENTERPRISE ARCHITECTUREas a dynamic
architecture.
-
8/14/2019 CKM Mod Three
76/83
A DYNAMIC ARCHITECTUREis one having flexibilityto evolve rapidly in response to changes in technology
and business environment.
Change management process determines,
-
8/14/2019 CKM Mod Three
77/83
The circumstance under which the EnterpriseArchitecture will be permitted to change after
implementation.
The circumstances under which the EnterpriseArchitecture development cylce will be initiated again
to develop to new architecture.
-
8/14/2019 CKM Mod Three
78/83
The process is closely related to the architecturegovernance process of enterprise.
The government body has to establish criteria to judge
whether an update is required or a new cycle ofarchitecture development method.
Avoid creeping elegance.
DRIVERS FOR CHANGE
-
8/14/2019 CKM Mod Three
79/83
DRIVERS FOR CHANGE
The technology related drivers for change are asfollows:-
New Technology reports.
Asset Management Cost Reductions.
Technology Withdrawal.
Standard Initiatives.
-
8/14/2019 CKM Mod Three
80/83
Business Drivers for Change are as follows:-
Business as usual developments.
Business Exceptions.
Business Innovations.
Business Technology Innovations.
Strategic Change.
CHANGE MANAGEMENT PROCESS
-
8/14/2019 CKM Mod Three
81/83
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 byrequirements.
-
8/14/2019 CKM Mod Three
82/83
3 architectural change categories are,
SIMPLIFICATION CHANGE
Can be handled via change management
techniques.
INCREMENTAL CHANGE
Capable of being handled or require partial re-
architecting or techniques, depending on nature ofchange.
-
8/14/2019 CKM Mod Three
83/83
RE-ARCHITECTING CHANGE
Requires putting the whole architecture through
the architecture development cycle again.