Organisation Development (Culture, Conflict and Change) Management and Organisational Behaviour CHAPTER 22

Management and Organisational Behaviour
7th Edition
CHAPTER 22
Organisation Development
(Culture, Conflict and Change)
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OHT 22.2
Organisational development (OD)
• Organisational development is concerned with
the diagnosis of organisational health &
performance, & the ability of the organisation to
adapt to change
• It involves the application of organisational
behaviour & the recognition of the social
processes of the organisation
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OHT 22.3
Figure 22.1
Major topics associated with organisational
development
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OHT 22.4
Intervention strategies
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Survey research & feedback
T-groups (or sensitivity training)
Teambuilding
Grid training
Role analysis
Life & career planning
Quality of work life
Counselling
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OHT 22.5
Organisational culture
• A general concept that is difficult to explain or define
precisely
• No consensus on its meaning or its application to the
analysis of work organisation
• Wide diversity of interpretations relating to
organisational development gives rise to a large
number of definitions
• Can be confusion over the difference between the
interpretation of organisational culture & organisational
climate
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OHT 22.6
Organisational culture defined
Reflects the underlying assumption about the way
work is performed, what is acceptable and not
acceptable, and what behaviour and actions are
encouraged and discouraged
Atkinson
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OHT 22.7
Organisational culture defined (continued)
The collection of traditions, values, beliefs, and
attitudes that constitute a pervasive context for
everything we do and think in an organisation
McLean & Marshall
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OHT 22.8
Culture & communication
Culture & communication cannot be separated
For us to communicate & co-operate we must
share some common assumptions about the
world we live in and some common standards by
which to judge our own and each other’s actions
Varey
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OHT 22.9
Levels of culture
1. Artefacts – physical space and layout, technological
output, written and spoken language, overt behaviour
of group members
2. Values – values and beliefs become part of the
conceptual process by which groups members justify
actions and behaviour
3. Basic underlying assumptions – unconsciously held
learned responses
Schein
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OHT 22.10
Types of organisational culture
• Power culture
• Role culture
• Task culture
• Person culture
Handy
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OHT 22.11
Types of culture according to Deal & Kennedy
• Tough-guy, macho culture
• Work-hard / play-hard culture
• Bet-your-company culture
• Process culture
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OHT 22.12
Influences on the development of culture
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History
Primary function & technology
Goals & objectives
Size
Location
Management & staffing
The environment
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OHT 22.13
Figure 22.2
The cultural web
Source: Long Range Planning, vol. 25, no. 1, Johnson, G. ‘Managing Strategic Change – Culture and Actions’, p.31, © 1992,
Elsevier Science. Reproduced with permission from Excerpta Medica Inc.
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OHT 22.14
Criterion needed to develop a suitable culture
• It must be strategically relevant
• It needs to be strong in order that people care
about what is important
• The culture must have an intrinsic ability to
adapt to changing circumstances
Chatman & Cha
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OHT 22.15
Managerial tasks
Chatman & Cha suggest the following tools for
leaders to develop, manage, and change
culture –
• Recruitment and selection
• Social tools and training
• Reward systems
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OHT 22.16
National & international culture
• Culture helps to account for variations among
organisations and managers nationally and
internationally
• Culture helps to explain why different groups of people
perceive things in their own way and perform things
differently from other groups (Potter)
• With greater international competition, an
understanding of national cultures has become of
increasing importance to managers
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OHT 22.17
Organisational climate
Applied to organisations, climate refers to the
prevailing atmosphere surrounding the
organisation, to the level of morale, and to the
strength of feelings or belonging, care and
goodwill among members
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OHT 22.18
Organisational climate
Climate will influence the attitudes which
organisational members bring to bear on work
performance and personal relationships
The extent to which staff accept the organisational
culture has a significant effect on climate
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OHT 22.19
Characteristics of a healthy organisational climate
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Integration of organisational and personal goals
Appropriate organisation structure
Democratic functioning
Equitable HRM policies & practices
Mutual trust & consideration
Open discussion of conflict
Managerial behaviour & leadership styles
appropriate to work situations
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OHT 22.20
Characteristics of a healthy organisational climate
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Acceptance of psychological contract
Recognition of people’s needs and expectations
Equitable systems of rewards
Concern for quality of working life
Opportunities for personal development and
career progression
• Sense of identity with and loyalty to the
organisation
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OHT 22.21
Improving staff morale
Managers need to review four main areas in which to
develop the best possible attitudes in their staff:
• A sense of importance in their job
• Team working among staff
• Management care about staff welfare
• Economic rewards that are fair and individualised
Petrick & Manning
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OHT 22.22
Employee commitment
Typically conceived as an individual’s psychology
bond to the organisation, including a sense of job
involvement, loyalty, & a belief in the values of the
organisation
O’Reilly
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OHT 22.23
Model of commitment
• A sense of belonging to the organisation –
informed, involved, sharing in success
• A sense of excitement in the job – pride, trust,
accountability for results
• Confidence in management – authority,
dedication, competence
Martin & Nicholls
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OHT 22.24
Securing staff commitment
• Genuine commitment requires not just a
recognition or understanding of what the
organisation expects but an emotional and
behavioural response from staff
• If loyalty, long service, or expertise appear to be
no longer regarded, this may have an adverse
effect on those surviving members and they are
less likely to have a high level of commitment to
the organisation
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OHT 22.25
Securing staff commitment
Commitment of staff to the organisation has
long been valued and is coming back into
fashion as the costs to loyalty of downsizing and
re-engineering come to be felt
Guirdham
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OHT 22.26
Developing news ways to increase loyalty &
commitment
• Attention to reward strategies based on contribution
rather than status or position
• Systematic training and development including skills for
working in cross-functional teams
• Training managers in counselling, coaching and
leadership skills
Hiltrop
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OHT 22.27
Organisational conflict
Approaches & perspectives
Unitary perspective – conflict is seen as a
dysfunction outcome, explained by poor
communication, personality clashes, work of
agitators
Pluralistic approach – conflict among
competing sub-groups is inevitable, an inherent
feature of organisations
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OHT 22.28
Organisational conflict
Approaches & perspectives
Structuralist (radical) approach – conflict is a
feature of the unequal nature of organisational life
and a means of bringing about change
Interactionist perspective – conflict is a positive
force and is necessary for effective performance
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OHT 22.29
Defining conflict
• Behaviour intended to obstruct the achievement
of some other person’s goals
• Can be viewed at the individual, group, or
organisational level
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OHT 22.30
Conflict
• Is not necessarily bad
• Properly managed, it can have potentially
positive outcomes
• Can be an energising and vitalising force
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OHT 22.31
Conflict
• Can aid incremental improvements in
organisational design and functioning and
decision-making
• Can be an agent for evolution and for internal
and external change
• Properly identified and handled it can help
minimise the destructive influences of the win–
lose situation
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OHT 22.32
Positive outcomes of conflict
• Better ideas produced
• People are forced to search for new
approaches
• Long-standing problems brought to the surface
and resolved
• Clarification of individual views
• Stimulation of interest and creativity
• A chance for people to test their capacities
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OHT 22.33
Negative outcomes of conflict
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Some people feel defeated and demeaned
The distance between people increased
A climate of mistrust and suspicion developed
Individuals and groups concentrate on their
own narrow interests
• Resistance developed rather than teamwork
• An increase in employee turnover
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OHT 22.34
Main sources of conflict
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Differences in perception
Limited resources
Departmentalism and specialisation
The nature of work activities
Role conflict
Inequitable treatment
Violation of territory
Environmental change
Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005
OHT 22.35
Strategies for managing conflict
The strategies adopted will vary according to the
nature and sources of conflict but could include:
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Clarification of goals and objectives
Resource distribution
HRM
Non monetary rewards
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OHT 22.36
Strategies for managing conflict (continued)
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Development of interpersonal skills
Group activities
Leadership & management
Organisational processes
Socio-technological approaches
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OHT 22.37
Behaviour modification
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Unfreezing
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Movement
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Refreezing
Lewin
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OHT 22.38
Figure 22.4
Stages in planned change
Source: Adapted from French, W.L., Kast, F.E. and Rosenzweig, J.E. Understanding Human Behaviour in Organizations,
Harper and Row (1985) p.9.
Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005
OHT 22.39
Individual resistance to change
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Selective perception
Habit
Inconvenience of loss of freedom
Economic implications
Security in the past
Fear of the unknown
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OHT 22.40
Organisational resistance to change
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Resources
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Processes
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Values
Christensen & Overdorf
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OHT 22.41
Actions to secure effective change
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Create a sense of urgency among relevant people
Build a guiding team which has credibility
Create visions that are sensible, clear and uplifting
Communicate the vision and strategy to induce
understanding and commitment
Empower action and remove obstacles
Produce short term wins
Don’t let up but maintain momentum
Make change stick by nurturing a new culture
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OHT 22.42
The role of people in implementing change
• The successful implementation of new work
methods and practices is dependent upon the
willing and effective co-operation of staff,
managerial colleagues and unions
• If change is to work it must change the
perceptions, attitudes and behaviour of people
Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005