Commitment measures the extent to which the sharing of power is formalised, the extent to which people – are allowed to do what needs to be done, the extent to which mutual reliance and respect (team values) are established Creativity measures the extent to which personal control over work is allowed, the extent to which – excitement is created, and the faculty for problem solving Culture is an asset for the following reasons p262: It eases communications people know how things are done – It facilitates decision making people know what to do – It control more effective people know what is expected of them – It may generate pride and cooperation The results of the above are: Efficiency Good products Satisfied customers Higher profits 9.6.3 Changing the Organisational Culture p262 Learn diagram on p261L Organisational Culture Analysis (OCA) Basic approaches that managers can follow in attempting to change a culture p262: Getting people to subscribe to a new pattern of beliefs and values and changing some elements of culture, such as the name or logo or corporate colours Inducting and socialising people into the organisation and removing people who deviate from the culture Strengthening the prevailing culture through appropriate communication and training In severe case, use of mergers or acquisitions or divestments 9.7 Organisational Development (OD) p263 The ongoing planned effort by managers and leaders to manage change as a of improving organisational performance It involves planned interventions to improve the skills and abilities of employees and to eliminate aspects that limit growth and performance The interventions include: Diagnostic activities assess the current condition of an organisation – Surveys Training and development Intergroup activities Team building sessions Conflict resolution
Commitment – measures the extent to which the sharing of power is formalised, the extent to which people are allowed to do what needs to be done, the extent to which mutual reliance and respect (team values) are established Creativity – measures the extent to which personal control over work is allowed, the extent to which excitement is created, and the faculty for problem solving Culture is an asset for the following reasons p262: It eases communications – people know how things are done It facilitates decision making – people know what to do It control more effective – people know what is expected of them It may generate pride and cooperation The results of the above are: Efficiency Good products Satisfied customers Higher profits 9.6.3 Changing the Organisational Culture p262 Learn diagram on p261L Organisational Culture Analysis (OCA) Basic approaches that managers can follow in attempting to change a culture p262: Getting people to subscribe to a new pattern of beliefs and values and changing some elements of culture, such as the name or logo or corporate colours Inducting and socialising people into the organisation and removing people who deviate from the culture Strengthening the prevailing culture through appropriate communication and training In severe case, use of mergers or acquisitions or divestments 9.7 Organisational Development (OD) p263 The ongoing planned effort by managers and leaders to manage change as a of improving organisational performance It involves planned interventions to improve the skills and abilities of employees and to eliminate aspects that limit growth and performance The interventions include: Diagnostic activities – assess the current condition of an organisation Surveys Training and development Intergroup activities Team building sessions Conflict resolution
MNG2601-study_notes_2012_final.docx