Once again, we can use our discussion as a place to try integrating separate topics—in this case organizational culture and change. Note that the Ralph Sink article and Netfix slide deck are relevant to these challenging and important issues.
1. Suppose you wanted to change your organization’s culture. What sort of resistance would you expect from employees? How would you deal with this resistance? To what extent is culture manageable? Changeable?
2. Moving from cultural change (question 1) to general change, answer the following: Can organizations prevent resistance to change? If so, how? How is your answer to his question different from the similar part of question 1? Does organizational culture have a role in significant change?
3. At the end of chapter 15, the second cautionary note on page 577 suggests that the personality of the chief executive may create a dysfunctional personality for the organization. Thinking about any organization in your past, have you seen evidence that a key leader has been partially responsible for one or more of the listed symptoms?Or for symptoms of a strong and functional culture? Did this influence come through artifacts, values, or assumptions (p. 592) and or through any of the five leader roles identified by Edgar Schein (p. 601-604)?
Nelson, D. L. & Quick, J. C. (2013). Organizational behavior: Science, the real world, and you. (8th ed.). Mason, OH: South-Western Cengage Learning. ISBN-10:1-111-82586-6; ISBN-13: 978-1-111-825867
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