Organisational Culture & Organizational Change

Essentially looks at how to manage change for effective performance Includes: the process of engineering change the process of sustaining change instilling the culture of change

Views on the need for change

For the Business Sector: Wanting to be more like each other
(DiMaggio & Powell, 1991)

Appreciating the complexity of context, content, & process (Pettigrew, 1987) Building a learning organisation systematically (Senge, 1990) Exploring the new and unusual
(Peters, 1994)

Applying appropriate images to conceive of possible changes

Views on the need for change

For the Public Sector:
Power and resistance / top-down Response to funding and resources Change in ideas / ideology

Views on the need for change

For the Development Sector: Shares some of the views from the business and public sector Evolving its own unique views on managing change Emphasis on the challenges to managing development organisations

The Challenge of Managing NGOs

Lack of feedback mechanism of the outputs and outcomes Difficult to measure objectives Context of resource scarcity and dependence Balance need for quality outcomes and empowering processes

What NGO management should not be:

Management-oriented Grand narrative-oriented Donor-driven Blindly adapting management approaches from the business sector

Schools of Thought in Development Management

Generic management view the need for capacity building in the nuts and bolts of basic management rather than value-driven management Adaptive management view the need for development NGOs to learn from other sectors and build innovative management approaches Distinctive management view the need for a distinct approach to NGO management

Key Concepts in NGO Management

Organisational Hybridity a combination of organisational structures, objectives, and processes; balance between professionalism and activism Organisational Ambiguity an uncertainty that breeds danger and/or opportunity; a source of weakness and/or strength; blurring of boundaries Individual Agency personal capacity, attitude, style, values, etc.

Organizational Culture
Three levels of culture
Level 1 - Behaviors: observable things that employees do and say Level 2 Values & Beliefs: the way employees believe they ought to behave Level 3 Assumptions: deeply ingrained values & beliefs considered unquestionable

Organizational Culture
What is organizational culture?
Shared values, beliefs and assumptions in the organization Shows in how employees do things and say things

Why is organizational cultural important?

Gives people an identity the feeling of being part of a whole

Organizational change
How does organizational culture change? How can change be brought into an organization effectively? Why is organizational culture and organizational change a management concern?