A presentation of organisation culture, organisation change and organisation development delivered by me and my team in our collage for the subject Organisation Behavior. The presentation is prepared with a minion theme.

1. ORGANISATION
CULTURE, CHANGE and
DEVELOPMENT

2. HELLOOO!
Hitesh Waghela Akash Yagnik
Sachin Sinde Vasim Shaikh
Vinayak Pawar Sachin Devadiga
Kunal Bharucha Abhijeet Nair
Riches Vanara Ashish Mankame

3. ORGANISATION
CULTURE
Shared assumptions, Values and
Beleifs

4.  A descriptive term
 Similarity with job satisfaction
Culture’s Types
 Dominant culture
 Subcultures
 Strong culture
 Weak culture
WHAT ORG. CULTRE IS?

5.  Begins with founder’s mentality
 Shapes with founder’s vision
Continued in three forms
 Founder’s allow team’s to socialize and change culture
 Founder’s hire team with similar culture
 Founder’s own behavior and personality
HOW ORG. CULTRE BEGINS?

6.  Innovation and risk taking
 Attention to detail
 Outcome Orientation
 People Orientation
 Team Orientation
 Aggressiveness
 Stability
CHARACTERSTICS OF ORG.CULTURE

7.  Boundary defined role
 Sense of identity
 Commitment
 Enhance stability
 Control mechanism
ORG. CULTRE FUNCTION

8.  Barriers to change
 Barriers to diversify
 Barriers to acquisitions and mergers
ORG. CULTURE AS A LIABILITY

9. Employee’s learn about Organisation
Culture through Stories, Rituals,
Launguage and Material Symbols

10.  Selection
 Top Management
 Socialization
CREATING AND SUSTAINING ORG. CULTURE
Pre-arrival Encounter Metamorphosis
Productivity
Commitment
TurnoverSocialization process

11.  Building employees strength
 Rewarding more than punishing
 Emphasizing vitality and growth
 Limits of positive culture
CREATING POSITIVE CULTURE

12.  Be a visible role model
 Communicate ethical expectation
 Provide ethical training
 Visibly reward ethical act; punish unethical
 Provide protective mechanisms
CREATING AN ETHICAL CULTURE

13. ORGANISATION
CHANGE
Structures, Strategies, Technology

14.  Nature of workforce
 Technology
 Economic Shocks
 Competition
 Social trends
 World politics
FACTOR’S THAT LEAD ORG. CHANGE

15.  Internal Change
Process, human resource, policies, procedure etc.
 External Change
Political, technological, social, market etc.
TYPES OF ORG. CHANGE

16.  Habit
 Security
 Economic factors
 Fear of the unknown
INDIVIDUAL RESISTANCE TO ORG. CHANGE

17.  Structural inertia
 Limited focus of change
 Group inertia
 Threat to expertise
 Threat to established power relationship
ORGANISATIONAL RESISTANCE TO CHANGE

18. Internal
 Selected within organization
 Being insider, is aware of
organization culture
 More thoughtful and cautious as
will continue with organization
CHANGE AGENT’S
External
 From outside organization
 Although expertize, but less
knowledge on culture.
 As short term rule, accountability
could be a concern
Specialize role in handling organization change

19.  Education and Communication
 Participation
 Develop positive relationship
 Selecting people who accept change
OVERCOMING CHANGE RESISTANCE

20.  Executive Support
 Training
 Values and belief statements
 Review organizational structure
 Rewards and recognition
 Review all system works
CREATING CULTRURE FOR CHANGE

21. Kotter’s Eight
step plan for
implementing
change

22. Lewin’s Three
Step Model

23. ORGANISATION
DEVELOPMENT
Improve Effectiveness and
Employee Well Being

24.  A part of organization change
 Humanistic-democratic value
 Human and organization growth
 Collaborative and participative process
ORG. DEVELOPMENT

25.  Respect for people
 Trust and support
 Power equalization
 Confrontation
 Participation
VALUES OF ORG. DEVELOPMENT

26.  Sensitivity training
 Survey feedback
 Process consultation
 Team building
TECHNIQUES TO BRING ORG. CHANGE

27.  Technological issue
 Continuous improvement processes
 Process Reengineering
 Work stress and managing stress
 Communication
 Poor training/Failure in training
CONTEMPORARY ISSUES IN ORG. CHANGE

28. An organization that continuous capacity to adapt and change
 Shared vision
 Discard old way of thinking
 System interrelationships
 Open communication with each other
 Departments interest before self-interest
LEARNING ORGANISATION

29.  Single loop method
 Errors are corrected using past routines and present policies
 Double loop method
 Errors are corrected by modifying objectives, policies
 Deutero learning
 A combination of single and double loop method
TYPES OF LEARNING ORGANISATION

30.  Special kind of change
 Sources
 Structural variables
 Long tenure
 Slack variables
INNOVATION

31.  Product innovation
 Service innovation
 Process innovation
 Business model innovation
 Organization innovation
 Brand and communication innovation
TYPES OF INNOVATION

32. THANK YOU!