marketing manager course - chapter 04

z Adapt to organizational change and the forces that drive change.. z Use tools to help implement change, including Lewin’s three-step model of change and force field analysis... Charac

Learning Objectives

After reading this chapter, you should be able to:

z Build and maintain an appropriate company culture.

z Understand the roles of symbols, rites, ceremonies, heroes, and

stories in an organization's culture.

z Identify the various categories of organizational cultures and the characteristics of people who fit best with them.

z Adapt to organizational change and the forces that drive change.

z Work with employees who resist change.

z Use tools to help implement change, including Lewin’s

three-step model of change and force field analysis.

Organizational Culture

z A system of shared values, assumptions, beliefs,

and norms that unite the members of an

organization.

z Reflects employees’ views about “the way things are

done around here.”

z The culture specific to each firm affects how

employees feel and act and the type of employee

hired and retained by the company.

Functions Performed By Organizational Culture

Functions Performed By Organizational Culture (cont)

¾ If strategy and culture reinforce each other,

employees find it natural to be committed to the strategy

Stages of the Socialization Process

Pre-arrival

Encounter

Metamorphosis

Creating and Sustaining Organizational Culture

Cultural Symbols Company Rituals and

Ceremonies

Company Heroes

Stories

Language Leadership

Organizational Policies

and Decision Making

Characteristics and Types of

Characteristics and Types of Organizational Culture (continued)

z Types: Traditional Control or

Employee Involvement

¾ Traditional control

9 emphasizes the chain of command

9 relies on top-down control and orders

¾ Employee involvement

9 emphasizes participation and involvement

Four Types of Culture Classification

z Baseball team culture rapidly

changing environment

z Club culture seeks loyal,

committed people

z Academy culture hires experts

who are willing to make a slow steady climb up a ladder

z Fortress culture focused on

surviving and reversing sagging fortunes

Competing Values Framework

z Based on two dimensions: focus and control

¾ Focus whether the primary attention of the

organization is directed toward internal dynamics or directed outward toward the external environment

¾ Control the extent to which the organization is

flexible or fixed in how it coordinates and controls activities

Types of Change

z Planned Change change that is

anticipated and allows for advanced

preparation

z 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

Forces for Change:

Environmental Forces

z Put pressure on a firm’s relationships with

customers, suppliers, and employees.

z Environmental forces include:

¾ Technology

¾ Market forces

¾ Political and regulatory agencies and laws

¾ Social trends

Forces for Change: Internal Forces

z Arise from events within the

company.

z May originate with top

executives and managers and

travel in a top-down direction.

z May originate with front-line

employees or labor unions and

travel in a bottom-up direction.

Tradition

Models of Organizational Change:

The Star Model

z The Star Model: Five Points

Lewin’s Three-Step Model of

Lewin’s Force Field Analysis Model

z Increase driving forces that

drive change

z Reduce restraining forces

that resist change

z or do both

Force-field Model of Change

Implementing Organizational Change

Top-down Change

Change Agents

Bottom-up Change

Eight Steps to a Planned Organizational Change

z Establish a sense of

urgency.

z Form a powerful

coalition of supporters of change.

z Institutionalize new

approaches.

Tactics for Introducing Change

Applications: Management is Everyone’s

Business — For the Manager

z Certain types of changes routinely provoke strong employee

resistance:

¾ Changes that affect skill requirements.

¾ Changes that represent economic or status loss.

¾ Changes that involve disruption of social relationships.

z By being aware of the sources of resistance, managers can

better apply tactics to make the changes more palatable for

employees.

Applications: Management is Everyone’s

Business — For Managing Teams

z Teams can help test the waters for a proposed

change.

z Various employee teams can serve as focus groups

in order to find ways to make a change in policy

more acceptable to employees.

Applications: Management is Everyone’s

Business — For Individuals

z Learning the specifics about the company culture

can help you determine your fit with the

organization and the possibility of succeeding.

z Ask questions and gather information during the

recruiting process to get a handle on the company

culture and assess whether you will function

comfortably in it.