【正文】 ture deeply embedded, may develop subcultures ? Strategies – planned change and OD technological seduction scandal, explosion of myths incrementalism Organisational Culture and the Life Cycle of the Firm ? Phase 3 – anisational maturity ? Purpose – source of pride, resistant ? Strategies – coercive persuasion turnaround recognition, destruction, rebirth Culture in anisations: Handy/Harrison: POWER: ZEUS PERSON: DIONYSUS TASK: ATHENA ROLE: APOLLO Communication – Hall Model Arab UK China Germany High context Low context Social trust first Business first Value personal Value expertise relationships amp。 performance Agreement by trust Legal contract Negotiation slow, ritual Negotiation efficient Hofstede?s Model ? Individualism ? High power distance ? Masculinity ? High uncertainty avoidance ? Short termism ? Collectivism ? Low power distance ? Femininity ? Low uncertainty avoidance ? Long termism HRM and Culture Change Layers of Culture ? Artefacts – physical objects, behaviour and processes ? Espoused values – those appearing publicly in mission statement, policies ? Underlying assumptions – rarely articulated。S, diversity, ? Demographic – changes in the human resources available The Nature of Change ? Externally imposed ? Transformational ? Global ? Hostile ? Large scale ? Long term ? Strategic ? Internally imposed ? Incremental ? Local ? Positive ? Small scale ? Urgent ? Operational Introducing Culture Change ? Can be very difficult ? Can be a long term process ? Issues to be considered in choosing strategy: scale – incremental or radical Locus – anisation, unit, department nature – cognitive and behavioural timescale Principles of Culture Change ? Values and assumptions define accepted and appropriate behaviours ? In successful anisations culture is aligned with strategy ? Culture change may be difficult if the culture is inpatible with strategy ? Check strategy before embarking on culture change ? Can the changes required be achieved by other means ? Senior management must understand the implications and be mitted ? Culture change must pay attention to the opinion leaders ? Should take into account the work systems, management style and HR policies ? New messages reinforced and old ones eliminated ? The deeper the level of culture change the more difficult it will be Principles of Culture Change ? Multiple and sub cultures will make culture change more difficult ? Behavioural norms are the easiest to change, deeper layers require a participative approach ? Top down approaches are difficult to sustain over time ? Participative approaches are more successful but difficult to implement and time consuming Principles of Culture Change Approaches to Culture Change (Bate) STEP 1 ANALYSING THE CULTURE Analysis of the existing culture and setting specific objectives for measuring success in achieving the desired culture. Leading to: PROGRAMME DESIGN STEP 2 EXPERIENCING THE DESIRED CULTURE Involvement of all work teams through ?peak experience? workshops: INDIVIDUAL DEVELOPM?T LEADERSHIP DEVELOPMENT ACTIONSTUDY TASKFORCE WORK TEAM CULTURES STEP 3 MODIFYING THE EXISTING CULTURE Modifying critical cultural influences such as : Leadership modelling Work teams Information/munication Performance reward Organisational structures Training amp。 socialise new staff munication behaviour change Examining and Justifying Behaviour change = intervention point Business Process Reengineering STRATEGY SYSTEMS TECHNOLOGY PEOPLE Inputs Outputs Environment Rational Planning Approach Feedback Environmental development loop Problem initialised Define the problem Evaluation phase Implement solution Monitor/ evaluate SocioTechnical Approaches Core Job Critical Personal and Dimensions Psychological Work States Oute Skill variety Experienced High Task identity meaningfulness intrinsic Task significance at work motivation Autonomy Experienced High job Responsibility satisfaction for work Feedback Knowledge of low labour results of work t/o and absence Organisational Development Approach Formal Relationships Aims and objectives Strategies and policies Technology and control Structure and style Authority and administrative procedures Informal Relationships From: attitudes,perceptions, values, emotions – about formal structures and people Normative behaviour, munications, informal instructions – about tactical operations of anisation HR Leverage in Change The Acquisition of Human Resources Recruitment and Selection ? ‘ The overall aim of the recruitment and selection process should be to obtain at minimum cost the number and quality of employees required to satisfy the manpower needs of the anisation? Armstrong 1995 ? The recruitment and selection process: defining requirements attracting candidates (recruitment) selecting candidates (selection) making the decision Definition of Recruitment ? ‘ Searching for and obtaining potential candidates in sufficient numbers and quality so that the anisation can select the most appropriate people to fill its job needs? Dowling and Schuler 1990 ? Recruitment = the processes used to attract applications ? Selection = the processes used to identify the most suitable candidate Job Analysis ? ‘ The process of collecting, an