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Culture Change and linkages to HRM
By: Mutema Chella
MBA 5712-HRM
May 2010
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Approach of Presentation
Introduction
Definitions of cultural change (Organizations)
Organizational and Corporate culture
Key issues in cultural change (Organizations)
Importance to Businesssuccess Linkages of Cultural Change to HRM
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Introduction
Contemporary organizations operate in more
complex, competitive and volatile environment
To attain and retain a competitive advantage
they must be quick to respond
Have to leverage changes through formal and
informal aspects of an organization
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Culture
Classical view Takes diagnoses askey
stages in a rational change (Patterson &Wilkins, 1985)
Where do we need to go strategically as an organization
Where are we now as a culture?
What are the gaps between where we are and where weshould be?
What is the plan of action to close the gap?
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Culture
This approach is based on Kurt LewinsDefn.
Assumes that change issomething which happensbetween levels of quasi-stationery equilibrium-a
thing that can be observed, analyzed and replaced
with a better thing
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Culture
More modern and complex view:
Culture becomes a process rather than a state(Prigonine & Stenger, 1984)
Emergent result of conversations and negotiations
(Seel, 2001)
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Organizational & Corporate culture
Organizational
Shared assumptions, values and norms that shapethe socialization activities, language, symbols, rites
and ceremonies in organizations (Jackson &
Schuler, 2003)
Hidden and Observable elements (norms, values, assumptions) &(practices,
narratives, language symbols, socialization)
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Organizational & Corporate culture
Corporate
Wider & deeper concepts, something that anorganization is rather than what it has (Buchanan
& Huczynsk, 2007)
The character of the organization
Unlike organizational culture corporate culture can be
imported into the organization
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Importance to Business Success
The leadership, strategy, and structure of an
organization evolve throughout the life of theorganization and gives rise to organizational culture
A strong culture provides clearguidelines for how
people in organizationshould behave, when
matched with organizations objectives and
concerns of multiple stakeholders, a strong culture
can enhance organizational performance and
individual performance and satisfaction
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Key issues
Strategic Vision Should be clear to be effective
Top Management Commitment Should lead the change and support the change
Model culture Change Top management behaviorshould symbolize kind of values
(new values)
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Key issues (Contd)
Organizational support Modification of organizational structures and process to
support change
Socialize Especially fornew comers during Merger and Acquisition
support the change
Ethical and Legal issues Culture change can lead to tensions between organizational
and individual interests, so these would have to be addressed
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Culture change and HRM linkages
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Culture change and HRM linkages
Linkages
People management strategiesshould complimentand contribute to the improvement of the productivecapacity of the business in the short and long termand should be developed in advance of actualintroduction of formal change in the organization
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Culture change & HRM linkages(Contd)
Research on integration following mergers andacquisitionsshow that HR implication ofstrategicchange should not be treated as after thought, shouldbe part of the business planning
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Culture change & HRM linkages(Contd)
HR strategist such asDavid Ulrich believe that a keypart of HRs role is to be a custodian of the companysculture and driver of cultural change
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Thank you for attention
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