Change Culture

Seite 1

“...the

underlying assumptions about the way work is performed”.

“...what is acceptable and not

acceptable”.

“...what behaviour and actions are

encouraged and discouraged”.

“…managers who embrace value-based change

initiatives often have little awareness of the causal impact of cultural forces

- values, assumptions, patterns of thought and action - on the success or

failure of their plans.”

The

Role Culture (Apollo)

Based on definition of role or job to be

done

Task of organisation sub-divided into

organisational flow-chart of work - system of prescribed roles

Communications, systems and procedures

are formalised - rules & procedures

abound - culture is organised & managed, not led.

Role culture is excellent when stability

and predictability are assumed and encouraged - stable and unchanging tasks

Efficiency is meeting standard targets -

psychologically secure

Examples: Life

assurance companies; civil service, state industries; companies with long

history of success with one product or service

The

Task Culture (Athena)

Task culture evolved so organisation

could respond to change speedily and in non-individualistic way - talks of

teams and committees.

Culture thrives in situations where

problem solving is job of the organisation - group talents and resources

applied to project or task.

These cultures are expensive - use

professional people.

Culture good to work in if you know your

job - group has a common purpose, sense of enthusiasm & joint commitment.

Relies on team leaders and co-ordinators

(rather than managers), mutual respect & desire to help not exploit - full

of budgets, short on job descriptions.

Examples: consultancy,

advertising agencies, product development groups, surgical teams, project work.

The

Person Culture (Dionysus)

Puts individual first - organisation is

resource for individual’s talents (in other cultures individual is there to

help organisation achieve its purpose).

Individual talent is all important - the

culture preferred by professionals.

Commune culture existing for its

participants - cluster of individual stars loosely gathered in a circle.

Professional tenure - culture serviced by

minimal organisation - management lower status than the professional stars

& has few formal controls over them.

Difficult to run - only expert or

personal power is relevant - ‘stars’ are protected against actions of holders

of resources - culture works where talent of individual is what counts.

Common examples: GP practice, architect partnership,

Barristers in chambers, Professors & Scientists

The

Club Culture

(Zeus)

Radial Lines: Lines of responsibility &

function/product

Encircling Lines: Intimacy Lines are crucial - Lines of Power & Influence

reducing in importance with distance from centre

Excellent for Speed of Decision

Selection

& Succession

critical variables in club organisations

Clubs of like minded people - working on

personal contact rather than formal liaison - empathy,

affinity & trust key

issues

Convenient way of running things, cheap

cultures to run - depend on networks of friendships, Old Boys & comradeship

Key to success is having right people who

blend with core team and can act on their own

Examples: Small

entrepreneurial organisations; Investment banks & broking firms; political

groups

Overview

Role

Task

Person

Club