Organizational Change Chapter 4

Organizational Change: Culture and Change

• Chapter focuses on the relationship between organizational culture and the process of change within organizations.
• Cultures can be visualized metaphorically as an iceberg, where visible elements are only a small part of the underlying, deeper beliefs and values.

Models and Frameworks

• The Compass Model illustrates different styles of organizational culture and their distinct characteristics, aiding leaders in aligning culture with strategy.
• The Competing Values Framework categorizes organizational cultures into four types: clan, adhocracy, market, and hierarchy, emphasizing different values such as flexibility versus control.

Corporate Culture

• The Deal and Kennedy model categorizes organizational culture by assessing risk and feedback, which affects decision-making and resource allocation.
• Understanding implicit models of organization from Hofstede provides insight into how cultural dimensions influence cross-border management and collaboration.

European Management Systems

• Management practices in Europe are diverse, with clusters identified based on varying cultural values, impacting organizational effectiveness and change adaptation.

Organizational Culture and Change

• The interplay between culture and change is crucial; existing cultural norms can either facilitate or hinder change initiatives in an organization.
• Effective change management requires a thorough understanding of the organizational culture to align new strategies appropriately.