Cross cultural management 3rd chapter 10 (5) cultural change in organisations

Slide 10.1 Chapter 10 Cultural change in organisations Browaeys and Price, Understanding Cross-Cultural Management PowerPoints on the Web, 3rd edition, © Pearson Education Limited 2015 Slide 10.2 Organisational change as a cultural process Success of an organisation has to with • External factors – Responding to rapid technological change, changes in industries and markets, new deregulation policies, increased competition, the ongoing development of the global economy • Internal factors – Maintaining both continuity and change, retaining the cultural foundation on which the company rests while changing its strategies and practices in response to the environment Browaeys and Price, Understanding Cross-Cultural Management PowerPoints on the Web, 3rd edition, © Pearson Education Limited 2015 Slide 10.3 The process of change Two differing concepts of change, shift versus transformation •In ‘doing’ cultures people and groups are mostly defined in terms of what they do, what they achieve – organisational change seen more in linear fashion, putting the past state of affairs behind and pushing on with the new • In ‘being’ cultures people and groups are defined more in terms of affiliation, relationships with others – the past state of affairs gradually transforms to become a new state of affairs Browaeys and Price, Understanding Cross-Cultural Management PowerPoints on the Web, 3rd edition, © Pearson Education Limited 2015 Slide 10.4 Can organisational culture really be changed? Aculture which has developed along with the organisation will be difficult to change •If the external factors have a strong influence on the organisational culture: – unlikely to change unless the external environment changes in line with desired changes •If organisational culture depends on internal factors: – culture can be directed and changed • • Focus on the leader as instigator of changes, OR Focus more on how to initiate change at the three levels of corporate culture Browaeys and Price, Understanding Cross-Cultural Management PowerPoints on the Web, 3rd edition, © Pearson Education Limited 2015 Slide 10.5 ‘Weak’ cultures versus ‘Strong’ cultures Is cultural change easier to implement in an organisation with a ‘weak’ culture rather than a ‘strong’ culture? – The organisation with a weak culture: • may eventually crash since it is poorly coordinated, lacks direction and consistency – The organisation with a strong culture: • may be throttled by rigid norms and behaviour and the resulting lack of innovation End Browaeys and Price, Understanding Cross-Cultural Management PowerPoints on the Web, 3rd edition, © Pearson Education Limited 2015 ... deregulation policies, increased competition, the ongoing development of the global economy • Internal factors – Maintaining both continuity and change, retaining the cultural foundation on which... organisational change seen more in linear fashion, putting the past state of affairs behind and pushing on with the new • In ‘being’ cultures people and groups are defined more in terms of affiliation,... Price, Understanding Cross- Cultural Management PowerPoints on the Web, 3rd edition, © Pearson Education Limited 2015 Slide 10. 5 ‘Weak’ cultures versus ‘Strong’ cultures Is cultural change easier