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Chapter 9

Exploring Management. Chapter 9. Organizational Cultures, Innovation, and Change. Chapter 9. What is the nature of organizational culture? How do organizations support and achieve innovation? How do manages lead the processes of organizational change?. 9.1 Organizational Culture.

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Chapter 9

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  1. Exploring Management Chapter 9 Organizational Cultures, Innovation, and Change

  2. Chapter 9 • What is the nature of organizational culture? • How do organizations support and achieve innovation? • How do manages lead the processes of organizational change?

  3. 9.1Organizational Culture • Organizational culture is the personality of the organization • Organizational culture shapes behavior and influences performance • The observable culture is what you see and hear as an employee or customer • The core culture is found in the underlying values of the organization • Value-based management supports a strong organizational culture

  4. ORGANIZATIONAL CULTURE Organizational Culture • Culture is the personality of the organization • Shared beliefs and values that guide behavior of organization members

  5. ORGANIZATIONAL CULTURE Strong Cultures • Organizational culture shapes behavior and influences performance • Strong cultures are clear, well defined and widely shared among members • Socialization helps newmembers learn theculture

  6. ORGANIZATIONAL CULTURE Observable Culture • Observable culture is what you see and hear

  7. ORGANIZATIONAL CULTURE Organizational Culture • Core culture is the underlying values of the organization • Core values are the beliefs that shape behavior

  8. ORGANIZATIONAL CULTURE Values • Values based management works hard to make sure the core values show • Symbolic leaders use language and symbols to establish and reinforce organizational culture

  9. ORGANIZATIONAL CULTURE Workplace Spirituality • Workplace spirituality involves creating meaning and community for employees • Common elements are meaningful work, respect for diversity, work life balance and ethical behavior • Symbolic leaders model and teach the culture and values

  10. 9.2Innovation • Organizations pursue process, product and business model innovations. • Green innovations pursue and support the goals of sustainability. • Social innovations seek solutions to important societal problems. • Commercializing innovation turns new ideas into stable products. • Innovative organizations share many common characteristics.

  11. InnovationTypes of Innovation • Innovation – taking a new idea and putting it into practice • Process innovation results in better ways to do things • Product innovation results in new or improved goods or services • Business model innovations are new ways to make money

  12. InnovationTypes of Innovation • Green innovations • Earth friendly business models • Social innovations • Business models that help solve the world’s social problems • Social Entrepreneurship • Ways to solve socialproblems

  13. InnovationCommercializing Innovation • Commercializing innovation • Turns ideas into products, services or processes

  14. InnovationCommercializing Innovation • Reverse innovation • takes products created for small or emerging markets and moves them into larger distribution

  15. InnovationInnovative Organizations

  16. 9.3Leading Change • Organizations pursue both transformational and incremental changes. • Three phases of planned change are unfreezing, changing and refreezing. • Managers use force-coercion, rational persuasion, and shared power change strategies. • Change leaders identify and deal positively with resistance to change.

  17. Organizational ChangeTypes of Change • Change leaders • Leaders who take responsibility for change

  18. Organizational ChangeTypes of Change • Transformational change • Results in major and comprehensive redirection of the organization • Incremental change • Smaller change that aligns systems and practices with strategy

  19. Organizational ChangeChange Process Kurt Lewin described change as a three part process

  20. Organizational ChangeStrategies for leading change

  21. 9.3Organizational Change • Change leaders identify and deal positively with resistance to change • Positive tactics • Education and communication • Participation and involvement • Facilitation and support • Negotiation and agreement • Negative resistance tactics • Manipulation and cooptation • Explicit and implicit coercion

  22. 9.3Organizational Change • Why people resist change • Fear of the unknown • Disrupted habits • Loss of confidence • Loss of control • Poor timing • Work overload • Loss of face • Lack of purpose

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