Page 350 - DMGT402_MANAGEMENT_PRACTICES_AND_ORGANIZATIONAL_BEHAVIOUR

Unit 16: Organisational Culture

The various approaches in the model are explained below: Notes
1. Education and Communication: providing of facts and information; increased
communication about the change.
2. Participation and involvement: Letting those affected have a voice in how the change will
occur.
3. Facilitation and support: providing training for change, effective listening, counselling
and understanding of emotional reaction to change.

4. Negotiation and agreement: bargaining over various aspects of change.
5. Manipulation and co-optation: Using information about change selectively or seconding
a representative (or informal leader) from the group to participate in the design of the
change.
6. Explicit and implicit coercion: Using power position and threats to force compliance.
While implementing change, managers must choose which approach best fits the situation. Each
approach has its advantages and disadvantages and hence, they are appropriate in certain
situations only.

16.10Summary

The presence of a strong and appropriate organisational culture has become essential for
an organisation to function effectively and efficiently in the modern era.
Organisational culture is the consciously or subconsciously accepted and followed way of
life or manner of performing day-to-day activities in an organisation.

It plays an important role in determining and controlling employee behavior at workplace.
The core values, assumptions, norms, procedures, etc. that are followed in an organisation
constitute its culture.
These are more often than not, accepted and followed throughout the organisation, without
much deviation.
For organisations to develop, they often must undergo significant change at various
points in their development.
Organisational Change occurs when an organisation evolves through various life cycle.
Significant organisational change occurs, when an organisation changes its overall strategy
for success, adds or removes a major section or practice, and/or wants to change the very
nature by which it operates.
Leaders and managers continually make efforts to accomplish successful and significant
change.
The changes that bring a complete overhaul are most often than not resisted by the others
first.
It is very important that the staff be made to understand the necessity for the change.
There are many approaches to guiding change – some planned, structured and explicit,
while others are more organic, unfolding and implicit.
Different people often have very different – and strong – opinions about how change
should be conducted.
Whatever resistances or objections, if the change is essential and justified, it must be
undertaken, as they say- the only constant factor is change.

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