Discussion – Week 5
Changing the culture of the organization can be one of the toughest tasks for a manager. Organizational culture forms over years of interaction among the employees. However, organizational culture can change. It just requires understanding, commitment, and tools.
This week’s Discussion question has two components.
In your initial posting, please address the following:
How does culture affect organizational change?
In the chapter “Redesigning the Organizational “Hardware”: The Keys to Strategic Design,” Nadler identifies the elements of organizational design as structure, processes, and systems. Comment on how these components are currently being used in a change initiative you are involved in, or how they were used in a change initiative you witnessed in the past.
Learning Resources
Please read and review this week’s Learning Resources before you complete the Discussion.
Reading
Course Text: Champions of Change: How CEOs and Their Companies Are Mastering the Skills of Radical Change
Chapter 9, “Redesigning the Organizational “Hardware”: The Keys to Strategic Design”
Any organization has three basic elements: Structure, processes, and systems. Chapter 9 provides an overview of the organizational architecture. The chapter also explains the different ways of grouping people and their jobs in an organization.
Focus on the process adopted by Xerox in the early 1990s and the logic of the strategic organizational design process in order to understand how organizational change leads to changes in the organizational structure, processes, and systems.
Chapter 10, “When Worlds Collide: Aligning Strategy and Culture”
Chapter 10 focuses on the three levels of the operating environment in an organization—artifacts, espoused values, and underlying assumptions—that make change difficult.
Focus on the examples of three organizations—Kaiser Foundation Health Plan and Hospitals (Kaiser Permanente), KPMG Peat Marwick, and Lucent Technologies—whose leaders fully understood how desperately they needed to adopt new strategies.
Chapter 11, “Finding the Right People: A Guide to Strategic Selection”
Chapter 11 explains the importance of hiring the right people in an organization and the strategies that can be implemented to do so. The chapter also explains the three perspectives—analytical, emotional, and political—that are taken into consideration while hiring people for top posts in an organization.
Focus on the figure “Strategic Selection Process,” which will help you understand the selection decisions, identification of data gaps, and development actions for hiring employees.
Course Text: The Deep Change Field Guide: A Personal Course to Discovering the Leader Within
Chapter 6, “Moral Power”
Chapter 7, “Leadership and Positivity”
Last Completed Projects
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