Organizational Design, Diagnosis, and Development

1. Organizational Design, Diagnosis, and Development Session 25 Strategic Interventions, I I Organization Transformations

2. Objectives • To consider organizational culture and it impact of behavior in the organization • To examine ways of diagnosing culture and change interventions • To present a model of the organizational learning process and its impact of change.

3. Organizational Culture • The cognitive framework of attitudes, values, norms, and expectations shared by members of the organization

4. Dimensions of Culture • Innovativeness • Stability • People orientation • Results orientation • Informality • Conscientiousness • Collaborativeness

5. Culture and Performance • Organizational effectiveness • Strong culture exerts pressures to adhere to norms • Moderated by appropriateness of culture to strategy and mission

6. Diagnosing Culture • Philosophical approach • Behavioral approach

7. Organizational Culture Assessment Instrument by Cameron & Quinn • 1. Dominant characteristics: family style place, entrepreneurial, results oriented & structured- formal • 2. Leadership: nurturing, entrepreneurial-risk taking, results oriented, efficient • 3. Management of employees: consensus, innovative, achieving & competitive, & stability. • 4. Organization glue: loyalty - trust, innovation - development, goal accomplishment, formal rules • 5. Strategic emphasis - human development, opportunities oriented, winning, efficiency - control • 6. Criteria of success: human resources, product innovation, winning, dependability

8. Four Cultures • Clan - Internal focus & flexible • Adhocracy - External focus & flexible • Hierarchy - Internal focus & controlled • Market culture - External focus & controlled

9. Changing Culture • Vision • Commitment • Symbolic leadership • Organizational change • Membership • Human resources • Slow fix

10. The Learning Organization • Organizations that acquire and apply knowledge to help cope with and adapt to change • Knowledge acquisition • Information distribution • Information interpretation • Organizational memorization

11. The Learning Organization • Structure • Information systems • Human Resource Practices • "The ability to learn faster than your competitors may be the only sustainable competitive advantage.” Arie De Geus, head of planning for Royal Dutch/Shell

12. Human Resource Practices, cont.. • Reward and support individual learning • The appraisal and reward system needs to value the acquisition of new skills and knowledge, as well as the sharing of these. • Skill based pay, support of training and education • The institution of corporate universities • Work-based learning

13. Cultures with Learning Disabilities • “I am my position” • “The enemy is out there” • “Illusion of taking charge” • “Fixation on events” • “Delusion of learning from experience” • “Myth of the management team” • From the Fifth Discipline, Peter Senge

14. The 5 Disciplines • Systems thinking • Personal mastery, • Personal vision • Creative tension • Commitment to truth • Mental models • Shared Vision • Team learning • From the Fifth Discipline, Peter Senge

15. Leadership in the Learning Organization • Create learning space and freedom • Develop potential of individual members • Think about successors • Be a coach, a mentor, a steward • From Management General by Arie De Gues

16. Getting to Organizational Learning • Making the switch • Measuring the outcomes

17. Backwards & Forwards • Summing up: Today’s session delved into cultural change in the organization and then into a particular cultural change known as the learning organization. The signs of non-supportive and supportive cultures as delineated by Peter Senge were examined. • Looking ahead: We conclude our semester with consideration of organizational development in global settings and a synopsis of what we’ve covered this term