2. Organizational Culture
A system of shared values, assumptions, beliefs, and
norms that unite the members of an organization.
Reflects employees’ views about “the way things are
done around here.”
The culture specific to each firm affects how
employees feel and act and the type of employee
hired and retained by the company.
4. Functions Performed By Organizational
Culture
Employee Self-Management
Sense of shared identity
Facilitates commitment
Stability
Sense of continuity
Satisfies need for predictability, security, and
comfort
5. Functions Performed By
Organizational Culture
Socialization
Internalizing or taking
organizational values as
one’s own
Implementation Support of
the Organization’s Strategy
If strategy and culture
reinforce each other,
employees find it natural to
be committed to the
strategy
6. Creating and Sustaining
Organizational Culture
Company Rituals and
Ceremonies
Cultural Symbols
Language
LeadershipOrganizational Policies
and Decision Making
7. Characteristics and Types of
Organizational Culture
Cultural Uniformity versus
Heterogeneity
Strong versus Weak Cultures
Culture versus Formalization
National versus
Organizational Culture
8. Characteristics and Types of
Organizational Culture
Types: Traditional Control or Employee
Involvement
Traditional control
emphasizes the chain of command
relies on top-down control and orders
Employee involvement
emphasizes participation
involvement
9. Four Types of Culture
Classification
Baseball team culture--rapidly changing
environment
Club culture--seeks loyal, committed
people
Academy culture--hires experts who
are willing to make a slow steady climb
up a ladder
Fortress culture--focused on surviving
and reversing sagging fortunes
10. Types of Change
Planned Change--change that is
anticipated and allows for advanced
preparation
Dynamic Change--change that is
ongoing or happens so quickly that the
impact on the organization cannot be
anticipated and specific preparations
cannot be made
11. Forces for Change:
Environmental Forces
Put pressure on a firm’s relationships with
customers, suppliers, and employees.
Environmental forces include:
Technology
Market forces
Political and regulatory agencies and laws
Social trends
12. Forces for Change: Internal Forces
Arise from events within the
company.
May originate with top executives
and managers and travel in a top-
down direction.
May originate with front-line
employees or labor unions and
travel in a bottom-up direction.
14. Models of Organizational Change: The
Star Model
The Star Model: Five Points
Types of change-evolutionary or
transformational
Structure
Reward system
Processes
People
15. Lewin’s Three-Step Model of
Organizational Change
Unfreezing--melting away
resistance
Change--departure from the
status quo
Refreezing--change becomes
routine
16. Lewin’s Force Field Analysis Model
Increase driving forces that
drive change
Reduce restraining forces that
resist change
Or do both
19. Eight Steps to a Planned
Organizational Change
Establish a sense of
urgency.
Form a powerful coalition
of supporters of change.
Create a vision of change.
Communicate the vision of
change.
Empower others to act on
the vision.
Plan and create short-term
wins.
Consolidate improvements
and produce still more
change.
Institutionalize new
approaches.
20. Tactics for Introducing Change
Communication and
Education
Employee Involvement
Negotiation
Coercion
Top-Management Support
21. Rs 500, Rs 1,000 notes banned: Congress'
criticism of Modi's decision is at odds with
country's mood
22.
23. Changes in
PM Modi decided to discontinue the existing Rs
1,000 and Rs 500 currency notes with effect from
midnight on 8 November. PTI
– In one fell swoop, Modi not only
reaffirmed his pro-people credentials but
also burnished his image as a feisty fighter
of black marketers and the corrupt. And
this was no mean achievement. Of late,
consistent attempts have been made by
his rivals to bracket Modi as a 'pro-
capitalist' prime minister.
24. Employee resistance due to
• New roles
• Redundancy
• Added responsibilities
• Fear of unknown and possible loss of job
Congress has raised serious apprehensions over the ban imposed by Narendra
Modi government over the use of Rs 500 and Rs 1000 notes from today
midnight. Although it has welcomed the move as an instrument to fight
corruption and black money, the party raised serious apprehensions over it’s
fallout.
Congress spokesperson Randeep Surjewala questioned the timing of the
decision taken by government, stating that it is the agrarian peak period and
farmers would be left without cash in the market.
25. – Congress spokesperson Randeep Surjewala questioned the timing
of the decision taken by government, stating that it is the agrarian
peak period and farmers would be left without cash in the market.
– The paddy crop has already been cut, it’s in the market. And wheat
crop and rabi crop currently being sown. Farmer is buying fertiliser,
seeds and going to market today and needs lot of money for the
inputs he has to get. What happens to those who are going to buy
necessary articles for marriages including jewellery, clothes etc?”
Surjewala said. “Are you not putting cumbersome burden on them
by putting a limit on how much money can be withdrawn?” he
further added.
26. Forms of Resistance
• Strikes
• Boycott
• Lockouts because of fear.
– “While Modi ji withdraws Rs 1000 note on one side, he introduces Rs
2000 note on the other side? Does it not defeat his own argument? Is
the banking system in our country ready to tackle such situation,
Government has to answer many questions,” Surjewala added.
– RAHUL GANDHI-The Congress vice-president is deeply agitated. He
thinks that Prime Minister Narendra Modi has not acted in national
interest. It's not a crackdown against corruption, black money, benami
property or terror financing chain, but it is a move by a whimsical
Prime Minister who is bent on harassing ordinary citizens of his
country.
27. The Congress vice-president is deeply agitated. He
thinks that Prime Minister Narendra Modi has not
acted in national interest
28. Consequence of resistance
• Production stoppages
• Paying labour for no job done.
– But it seems that Modi did have an ace up his sleeve. It would be naïve to assume
that his decision was random, and that it had been reached at without giving proper
attention to detail. In his monthly radio programme Mann Ki Baat, Modi
had categorically forewarned the hoarders of black money to come clean and
declare their assets under the 'voluntary disclosure' scheme. “This is the last chance
for you,” he had warned in clear terms.
– Though his warning did yield some positive results, the initiative fell far short of the
finance ministry's expectations. A large section of those involved in corruption and
dealing with cash money chose to ignore the government’s scheme, in the fond
belief that the government would hesitate in taking a drastic measure, as it
could adversely affect the economy.
29. Suggestion
• Education and communication
• Participation and involvement
• Facilitation and support
– Negotiation and agreement In 1969, when Gandhi had abolished the privy purse
and nationalised the banks, the move had found unparalleled social resonance
amongst the people; as it had challenged the status-quo and radically altered the
hierarchy of the elite.
– In Modi’s case, the decision to invalidate the Rs 500 and Rs 1000 currency notes is
perceived as an operation carried out in total secrecy to upstage the hoarders of
black money. The fact that Modi’s move was a closely guarded secret enhances the
credibility of the move. This is the precise reason why the Congress spokesperson's
attempt to find fault with Modi’s decision appeared to be in vain.
30. Few examples of changes & responses Changes and
their effects in Indian organizations
• Political unrest by allies and opposition for diesel prices hike and regulation
on LPG cylinder distribution.
• FDI in single and multi-brand retail created country wide protest last year,
even its going now.
• Cancellation of Niyamgiri Bauxite mining project for the safeguard of local
tribal people.
• TATA Motors shifted their NANO factory to Sanand, Gujarat on the face of
resistance by local farmers from Singur, WB, in 2008.
• Bank employees went on strike for two days in the month of August ’12 to
protest higher management decisions.