組織文化與干預(yù)(ppt)
Organisation Culture & Interventions
Interests
What is organisation culture?
How do wae describe the features of such culture?
How can the culture of an organisation be changed?
What are we seeking to change and why?
The merits and limitations of descriptions?
Themes and tensions in debates about organisation culture?
Comparing hard & technical 'culture' components with soft humanistic concerns
What then is a corporate culture?
The organisation itself has an underlying quality - style - character - soul, a way of doing things - possibly more powerful than one person's dictates or a formal system. To comprehend this "soul" requires that we go beyond below the trappings of charts, policies and jobs into a living and breathing world of cultural interaction.
The corporate culture gives the whole organisation a sense of how to behave, what to do, & where to place priorities in getting the job done. It helps members fill in the blanks between formal directives and how work actually gets done.
What then is a corporate culture?
the way we do things around here
a dominant & coherent set of beliefs, deep-set, prevailing values and assumptions manifested in organisational activity
learned and accepted prescriptions for how people should think, feel, work & behave as members.
values & commitments - shared & understood through
ritual/ceremonial & routinised processes
symbolic communication with imperative statements, slogans, internal and external "marketing
anecdotes, myths, legends
rewards and chastisement.
Culture as a paradigm and metaphor
Rise of corporate culture concepts
Pre-50s classical and rational perspective
50s human relations school - influence through human relations and leadership
60s, 70s neo-human relations - control through groups and organisational development (Schein et al)
80s admiration of Japanese
Quality, Kaizen and Excellence
Theory Z
90s
Lean and core
Learning organisation
Network organisation


Mintzberg: Five Glues
Mutual adjustment
Direct supervision
Standardisation of
Systems and procedures
Skills
Results
Exercise
What are the manifestations of corporate culture at

this university?
in the Body Shop organisation?
in the Metropolitan Police?
For each organisation, list examples of
Values, beliefs norms
Representative rituals & ceremonials

What external intervention has been evident?

Culture Characteristics
Common, uniform, pervasive, homogenous?
Unitary, Integration
Differentiation, pluralist, diversity, groups with own subcultures
Fragmentation, so ad hoc with anomalies, inconsistencies that no 'culture'
strong culture ==> performance (Luthans 1995)
Shared-ness
Intensity
Proposition strong culture leads to success if the organisation's structure is suited to environmental conditions. This is a good predictor of short term performance. How will you demonstrate the veracity of such a proposition?
Cultural Evolution and Socialisation
Organisational growth, founders as role models
Early business Quaker philanthropists
Generic problems (Schein 1983)
Adaptation and survival in face of externalities
Ensuring internal integration
Replication
Packaging and transmission
Packaging cultural elements
Mission
Core values
Management style
Competencies
Ethical and environmental policy
Transmitting culture elements
Formal, informal
Events & activities in the culture transmission system
Hewlett Packard Way,
Ben and Jerry,
Body Shop
Disney
Corporate culture & competitive strategy
Cultural decline, performance decline
Peters and Waterman's 'excellent' companies - many cases are no longer "excellent"
Catch phrases: 'down sizing' (Roach), stick to the knitting (Peters) etc
Inertia - Marks and Spencer, IBM
Immoderation & excess - Marconi, Enron
Inattention - institutional 'groupthink' - Metropolitan Police, Conservative Party
No 'one-best-culture'
Staff turnover, business downturn & redundancies dilutes cultural strength
Smircich 1983
Key variable (application)
Organisation needs the right properties for dynamic equilibrium with environment
Culture is something an organisation 'has'
Culture is an essential ingredient of organisational success
Member commitment to goals
Culture club industry
Root metaphor
Culture is something that an organisation 'is'
Focus on how cultures are experienced by members & how this affects their actions
Phenomenological study > business usefulness

Corporate Viagra - Ouchi Theory Z !!!!
The Call for Excellence
a bias for action: getting on with it
get close to and learn from customer
autonomy and innovation - nurturing 'champions'
productivity through people; staff as a source of quality
hands-on management, value-driven
stick to the knitting: stay with the business you know
simple form and lean
loose-tight properties; local autonomy + centralized values
move from pyramid to horizontal, fast, cross-functional, coop
The Call for Excellence - Precepts for managers
quality revolution
strive to achieve uniqueness
listen to customers, end users, suppliers, retailers
make manufacturing the prime marketing tool
become
customer-obsessed, responsive service addicts
true internationalists, small and large firms
`over-invest' in frontline people & activities
develop an innovation strategy
symbolize innovativeness
multi-function teams for development activities
pilots and prototypes not proposals
ignore `Not Invented Here' & adapt thru. `creative swiping'
applaud heroes & champions
no blame culture - promote learning & right next time
Paradigms of corporate culture
Integrationist - Differentiationist - Fragmentalist
Is culture a source of harmony, an effect of irreducible conflicts of interest or a reflection of inescapable ambiguities of modern organisational life?
Must culture be internally consistent, integrative and shared or can it be inconsistent and expressive of different? Can it incorporate confusion, ignorance, paradox and fragmentation?
What are the boundaries around cultures in organisations - are they essential?
How do cultures change?
Integrationist
Differentiationist
Pluralistic - emphasises
power, conflicts, differences
lack of consensus, inconsistencies and non-leader initiated aspects of culture
acknowledge dominant culture & similarities, consistencies, unities but
choose to focus on
inconsistencies and sub-culture differences - no consensus
action inconsistency
symbolic inconsistency
ideological inconsistency
Fox 'On Contract' - acceptance "for now"
Fragmentalist
emphasises
loosely structured, incompletely shared system. emerges dynamically as members experience each other, events & contexts
ambiguity > consistency
reject company wide integrated values instead a shared awareness of ambiguity
action ambiguity
actions differ from espoused values
symbolic & ideological ambiguity
obscure, inconsistent relationships between cultural themes & symbols e.g. employee well-being and forms - jokes, stories, physical arrangements

Goffe and Jones 1998 - Contingency framework
No "one best culture" - the formula that best fits the contingent situation in terms of
sociability
solidarity
communal culture
mercenary culture
fragmented culture
Sub-cultures will exist
No culture lasts for ever & none is inherently good/bad
National cultures impact on organisation culture
Dynamic national cultures & organisation accommodation
Culture, organisational and external development
“ Organisational development signifies change, and for change to occur in an organisation, power must be exercised.”
Burke, 1982

Must there be managerial intervention to bring about culture change?
Intentional (social engineering policies) designed to affect organisational processes & outcomes. Does this always work? Effects on organisational membership?
What is the role of external influence? Natural societal change (prosperity, education, population movements, political and social values?)
Culture as a power game?
Power and Images of Organisation
Mintzberg - Sources of power
Control of

a resource
a technical skill
a body of knowledge (1-3 must be critical to the organisation)
Legal prerogatives - exclusive rights or privileges to impose choices
Access to those who have power based on the first four bases
Organisational politics
Sub-set of power? Informal power? Illegitimate in nature?
Conflicts of interests
Conflict or competition for scarce resources
Pay-off matrix - how goods & services are to be distributed between different parties
Stakeholder analysis - grievances, power, ability to resist change, winners, losers,
Organisational development assumptions
Normative + learning, adaptation, empirical, rationalist not Power-coercive (Power & politics de-emphasised)
OD weak on - accommodation and avoidance?
OD programmes
managerial driving devices
or
"OD transcends the negatives of power & politics" ??
French & Bell…. "OD programs are unlikely to be successful in organisations with high negative faces of politics & power".

How can OD interventionists gain and wield power?
Competence
Political access & sensitivity
Sponsorship
Stature & credibility
Resource management
Group support
Organisational Analysis
Techniques of:
Hard & soft systems analysis
Key processes (e.g. BPR)
Planning processes (power plays)
Evolutionary models (Chandler & strategy)
Pro-active structuring (Mintzberg)
Virtualisation
Changing units of currency (knowledge)
Meta-system analysis
Network analysis
Questions
Evaluate the tensions revealed by the term "organisational development" and processes of organisational change.
Why do organisation development interventions so frequently fail or not live up to expectations?
Evaluate the merits and difficulties associated with cultural intervention strategies.
How do various models of OD influence your understanding of organisational change?
What issues confront a "change" practitioner beginning a career as an OD adviser or consultant?
What "pearls of wisdom" would you give an organisational client who wants to learn more about OD?


組織文化與干預(yù)(ppt)