process of culture change

8/11/2019 process of culture change

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THE PROCESS OFCULTURE

CHANGE

Marielle Baldago

II-9 BS Psychology


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Four Caveats

1. Agree with the notion that leaders are

the architects and developers of

organizational culture

2. Process of culture change essentially

begins with targeting one of the 3layers of organizational culture


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3. Consider the extent to which the current

culture is aligned with the organizations

vision and strategic plan before

attempting to change any aspect of

organizational culture

- Vision

- Strategic plan

4. Use a structured approach when

implementing culture change


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Mechanisms

1. Formal statements of the

organizational philosophy, mission,

values, and materials used forrecruiting, selection, and socialization

2. The design of physical space, work

environments and buildings3. Slogans, language, acronyms, and

sayings


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4. Deliberate role modeling, training

programs, teaching, and coaching by

managers and supervisors

5. Explicit rewards, status symbols and

promotion criteria6. Stories, legends or myths about key

people and events

7. The organizational activities, processes,

or outcomes that leaders pay attention

to, measures, and control


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8. Leader reactions to critical incidents and

organizational crises

9. The workflow and organizational

structure

10. Organizational systems and procedures11. Organizational goals and the associated

criteria used for recruitment, selections,

development, promotion, layoffs, andretirement of people


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The Organizational

Socialization Process

- the process by which a person learns

the values, norms, and required

behaviors which permit him to

participate as a member of the

organization


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A THREE-PHASE MODEL

OF ORGANIZATIONALSOCIALIZATION


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PHASE 1: Anticipatory

Socialization

- it occurs before an individual actually

joins an organization

Realistic Job Preview


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PHASE 2: Encounter

- the employees come to learn what the

organization is really like.

Onboarding


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PHASE 3: Change and

Acquisition

- the employees master the important

tasks and roles and adjust to their work

groups values and norms.


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Socialization Tactics

1. Collective vs. Individual


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2. Formal vs. Informal


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3. Sequential vs. Random


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4. Fixed vs. Variable


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5. Serial vs. Disjunctive


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6. Investiture vs. Divestiture


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Diversity of developmental

relationships

- the variety of people within the

network an individual uses for

developmentall assistance.

1. Number of different people the person

is networked with

2. Various social systems from which the

networked relationships stem


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Developmental relationship

strength

- quality of relationships among the

individual and those involved in his or

her developmental network

Receptive

Traditional

Opportunistic

Entrepreneurial


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Personal and Organizational

Implications

1. Foster a broad developmental network.

2. Job and career satisfaction are likely tobe influenced by the consistency betweenyour career goals and type ofdevelopmental network at your disposal.

3. Developers willingness to provide careerand psychosocial assistance.


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4. Become proficient at using social

networking tools such as Twitter,

LinkedIn, and Facebook.

5. You should develop a mentoring plan.


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1. Identify and prioritize your mentoring

goals.

2. Identify people who are skilled or

experienced in areas you want to

improve.

3. Determine how nest to build a

relationship with these targeted

individuals.

4. Determine how you can provide value to

your mentor.

5 Determine when it is time to move on

process of culture change

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