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Managing Transition Organisational Culture & Change ORGANIZATIONAL CULTURE Organisational culture is the beliefs and values * .which are understood by employees Culture is the expression of organisational * experience which personalises the meaning of the .organisation for its members Organisations use training and development, * performance appraisal and orientation .programs to transmit values ORGANIZATIONAL CULTURE  Culture is a way of life. 1. Culture is stable over time 2. Culture is resistant to quick change 3. Once a culture is well developed, it can resist change despite turnover, changes in product line or any strategic change. ORGANIZATIONAL CULTURE  Culture can develop in a random fashion or it can be managed if a firm has a strategic plan that suggests specific properties for its culture.  Culture is known by employees and they can 1. Describe its characteristics 2. Cultures can be evaluated 3. Culture can be perfected ORGANIZATIONAL CULTURE  Merger can be a good example of a culture clash that may result in a high turn over (e.g. level of risk taking)  Dramatic changes in the external environment may lead to organization culture crisis: change in technology, goals and strategies, economy, politics, demography, legislation…etc ORGANIZATIONAL CULTURE  Organisational culture is reflected in the quality of the employment relationship.  Culture has external and internal aspects.  Large firms have multiple cultures and management must integrate them.  A good culture integrates various subunits and occupational cultures and have solid methods for managing conflicts. Multiple Cultures in Organisations Organisations develop subcultures which reflect variations among subunits. Organisational culture is reflected in the specific, professional orientations and skills of groups of employees. If these professionals acquire their work values and beliefs through their educational training, then they are bound to exert an effect on

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