Considerações Changing Organization Cultures

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Resumo

“Porque envolve introduzir algo novo e substancialmente diferente de o que prevalece em culturas existentes, a inovação cultural é (...) mais difícil do que a manutenção cultural. Quando a inovação ocorre, algumas coisas substituem ou deslocam outras… Os povos resistem frequentemente tais mudanças. Têm razões boas a. A gerência bem sucedida dos processos da mudança da cultura ou da criação da cultura envolve frequentemente convencer povos que os ganhos prováveis compensam as perdas”.


Em seu livro excelente “The Cultures of Work Organizations”, Harrison Trice e Janice Beyer fornecem um número de idéias que você deve recordar e considerar quando você está mudando a cultura de uma organização:


Oito considerações a manter-se na mente ao mudar culturas da organização

  1. Capitalize em momentos Propitious. Por exemplo performance financeiro pobre. Certificam-se os povos realmente para perceber a necessidade para a mudança.

  2. Cuidado da liga com Optimism. Criar um outlook optimistic a respeito de o que o esforço da mudança trará.

  3. Compreenda a resistência à mudança da cultura. no nível individual [medo do desconhecido, o self-interest, a atenção e a retenção seletiva, o hábito, a dependência, a necessidade para ações] e no organizational ou agrupe ao nível [as ameaças a power e influenciar, a falta da confiança, percepções e objetivos diferentes, rompimento social, limitações do recurso, investimentos fixos, acordos interorganizational].

  4. Mude muitos elementos, mas mantenha alguma continuidade. Por exemplo identifique os princípios que remanescerão constantes.

  5. Reconheça a importância da execução. Rubrique a aceitação e o entusiasmo é insuficiente carregar para a frente a mudança:

    • adoption
    • execução
    • institutionalization.
  6. Selecione, modifique, e criar formulários Cultural apropriados. Empregando símbolos, rituals, línguas, histórias, mitos, metaphors, rites, ceremonies.

  7. Modifique táticas da socialização. A maneira preliminar que povoa aprende que a cultura corporativo é com o processo da socialização no começo de seu emprego. Por causa daquela, se estes processos da socialização forem mudados, a cultura de uma organização começará a mudar.

  8. Encontre e cultive a Liderança inovativa. Os membros são improváveis de dar acima o que estabilidade segura derivam das culturas existentes e seguem um líder em sentidos novos a menos que esse líder exudes o self-confidence, têm convicções fortes, uma personalidade dominante, e podem preach a visão nova com drama e eloquence.

Livro: Harrison Trice and Janice Beyer - The Cultures of Work Organizations


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Compare com as oito considerações para Changing Organizational Cultures:  Levels of Culture  |  Tipos da cultura  |  Cultural Intelligence  |  Organizational Memory  |  DICE Framework  |  Change Management Iceberg  |  Empregado-Liderança  |  Appreciative Inquiry  |  Positive Deviance  |  Change Phases  |  Six Change Approaches  |  Force Field Analysis  |  Core Group Theory  |  Planned Behavior  |  Organizational Learning  |  Leadership Continuum  |  Change Model Beckhard  |  ContingencyTheory  |  Groupthink  |  Spiral of Silence  |  Forget Borrow Learn  |  RACI  |  Positive Deviance


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