Page 14 - Managing Change in Organizations

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Contents
17 Culture models and organization change 307
Introduction 307
What is organization culture? 308
Models of organizational culture 311
Hofstede 311
Deal and Kennedy 311
Handy 312
The work of Ed Schein 313
Trompenars 313
Goffee and Jones 314
Managing corporate politics 316
Leadership and corporate politics 319
Coping with conflict 320
Some things that managers cannot do much about 320
Decision making is neither a rational nor an orderly process 320
Conflicting demands 322
Uncertainty 322
Bias 322
External forces 322
Some things that top and middle managers can do 322
Set and sustain values 323
Support problem solving and risk 323
Design systems to support action 323
Focus on the manageable 323
In an uncertain world managers cannot be everywhere 323
Spend time on the problem/project 323
Interpret the traditions of the organization around the new systems,
procedures and solutions 324
Manage the timing effectively 324
Managing corporate politics 324
Conclusion 325
Exercises 325

18 Strategic convergence: a new model
for organization change 326
Introduction 326
Ambition in change 328
Components of change architecture 329
Performance characteristics of change architecture 330
Ensuring appropriate structure 331
Resonance 331
Change culture 332
Change leadership 333
Accelerator effect 334

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