VIII. Organizational Structure, Culture and Development
VIII. Organizational Structure, Culture and Development
Organizational Structure,
Culture and Development
An ORGANIZATION is a group of
people working together to achieve
common goals.
*Innovative Cultures
- According to the OCP framework,companies that have innovative cultures are
flexible and adaptable, and experiment with new ideas.
Aggresive Cultures
- Companies with aggressive cultures value competitiveness and outperforming
competitors: By emphasizing this, they may fall short in the area of corporate
social responsibility.
*Outcome-Oriented Cultures
-The OCP framework describes outcome-oriented cultures as those that
emphasize achievement, results, and action as important values
*Stable Cultures
Stable cultures are predictable, rule-oriented, and bureaucratic. These
organizations aim to coordinate and align individual effort for greatest levels of
efficiency. When the environment is stable and certain, these cultures may help
the organization be effective by providing stable and constant levels of output.
*People-Oriented Cultures
People-oriented cultures value fairness, supportiveness, and respect for
individual rights. These organizations truly live the mantra that “people are
their greatest asset.” In addition to having fair procedures and management
styles, these companies create an atmosphere where work is fun and employees
do not feel required to choose between work and other aspects of their lives.
*Team-Oriented Cultures
Companies with team-oriented cultures are collaborative and emphasize
cooperation among employees.
*Detail-Oriented Cultures
Organizations with detail-oriented cultures are characterized in the OCP
framework as emphasizing precision and paying attention to details. Such a
culture gives a competitive advantage to companies in the hospitality industry
by helping them differentiate themselves from others
*Service Culture
Service culture is not one of the dimensions of OCP, but given the importance
of the retail industry in the overall economy, having a service culture can make
or break an organization.
*Safety Culture
In organizations where safety-sensitive jobs are performed, creating and
maintaining a safety culture provides a competitive advantage, because the
organization can reduce accidents, maintain high levels of morale and employee
retention, and increase profitability by cutting workers’ compensation insurance
costs. Characteristics that Define an Organization's Culture
*Language and Customs
A company's culture is often defined by its language and customs. Your
company most likely has many sayings, expressions and acronyms that only
your people understand
Organization Development
- is an effort (1) planned, (2) organization-wide, and (3)
managed from the top, to (4) increase organization
effectiveness and health through (5) planned interventions in
the organizations "processes,” using behavioral-science
knowledge.
Organizational Development (OD)
is a field of research, theory, and practice dedicated to
expanding the knowledge and effectiveness of people to
accomplish more successful organizational change and
performance.
They are:
Unfreezing:
No change occurs in a vacuum of no prior perspective. To the extent the new
perspective differs from the old one, the old one then implies doubting of its own
existence. This necessitates unlearning of old things in order to learn new things.
The same is called unfreezing. Unfreezing involves encouraging individuals to
discard old behaviours by shaking up the equilibrium that maintains status quo.
Changing:
Having unlearned his past experience, the individual is ready for new
behaviour and a change in perspective. Efforts are made to substitute
new attitudes, values and behaviours for old ones. This implies
transition from old behaviour to experimentation with new behaviour.
Refreezing:
In this final step, new attitudes, values, and behaviours are established
as the new status quo. For this, the new ways of operating are
cemented in and reinforced. This implies stabilizing and integrating
the change by reinforcing the new behaviours and intigrating them
into formal and interpersonal relationships and in one’s personality.
Larry Griener’s Model:
OD Sequential Stages