Organizational Culture - Weebly...Employee of the month Star performer awards Make a bid deal of...
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Organizational Culture Blue Cross Blue Shield/Blue Care Network of Michigan
By: Heather Park-May
Carolyn Reid
Kandace Sims
John Stearns
Yolanda Thrash
Tameka Wilson
Sandra Ziaja
Management Techniques include (Armstrong, M):
• Planning • Organizing • Directing • Controlling
Kandace Sims Armstrong, M. (2003). A Handbook of Management Techniques (3rd ed., pp. 11-12). Sterling, VA: Kogan Page Limited. (Original work published 1986)
Positive Management Techniques (as it relates to BCBS)
• Keeping everyone in “the loop” .
• This allows for employees to stay abreast of what is going on in the organization.
• Organizing information in a way that would allow employees to engage within the organization. • Presentations, meetings, and web conferences.
• Keeping the culture of the organization. • Selecting candidates that have the same value, worth ethic and
beliefs.
Kandace Sims
Blue Cross Blue Shield/Blue Care of Michigan. (2016). Organization culture interview. Retrieved from representative at Blue Cross Blue Shield/Blue Care of Michigan.
Cash prizes Gift cards Gift certificates
Extra vacation days Compressed work weeks Choice office space Parking spots
Employee of the month Star performer awards Make a bid deal of achievements at staff meetings Print certificates/engrave plaques Post a notice on the company website Recognize team accomplishments as well as individual efforts.
http://smallbusiness.chron.com/7-techniques-increasing-motivation-55420.html
PERCEPTIONS- Sense making about workday events: The Work • Does the work have meaning and value? • What needs to be done? The Self • What is my role in the team, project, and
organization? • Do I have the capability, the confidence? The Team • Am I part of the team? • Is my work valued? The Organization
Inner Work Life System-People experience a constant stream of emotions,
perceptions, and motivations as they react to and make sense of the workday.
MOTIVATION FOR WORK: • What to do • Whether to do it • How to do it • When to do it
EMOTIONS: Reactions to workday events • Happiness, pride, warmth, love
• If people perceive the job and themselves as having high value, their motivation will be high
• Sadness, anger, frustration, fear • If people are sad or angry about their work, they
won’t care about doing it well
Communication and Formal Channels
Written
Oral
Electronic
Information flow: Top-down
Informal Channels
CEO
President
Vice Presidents
Middle Management
Team Leaders/Supervisors
Hard Working team members
Organization Executives
Finance
Sales
Customer
Legal R&D
Vendors
Office Admin.
Pyramid organizational structures versus network organizational structures
Pyramid Organizational Structures: Hierarchical, traditional model, more common in established organizations. Unable to function well in today’s fast moving world where companies need to change more frequently to adjust with the todays rapidly changing and evolving market (Kotter, 2012).
Network Organizational Structures: Able to allow continuously evaluate the industry, and respond to market changes more rapidly with more creativity than what the pyramid organization allows. Easier to run, and easily adaptable to change (Kotter, 2012).
Precontemplation Contemplation Preparation Action Maintenance
Five Stages of Change
Raise Awareness
• Help employees think about how the change relates to their own professional goals and values
• Focus communication on the benefits that will be experienced as a result of the change
• Tell stories about consequences of not implementing changes
Social/Self Liberation
• Show that the organization’s leadership is actively engaged in the change implementation
• Empower employees by showing how they can make a positive impact
Reinforcement
• Reward employees when milestones related to the change implementation are achieved
Stimulus Control
• Provide ongoing training
• Provide social support to help with change
• Provide resources to support reasons for the change.
• Provide information that can help troubleshoot any potential problems that may be encountered in the action stage.
Policies
• Revise and/or create policies that are consistent with the new process
(Levesque et al, 2001)
https://hbr.org/2007/05/inner-work-life-understanding-the-subtext-of-business-performance