ORGANIZATIONAL CULTURE AND MANAGING CHANGE - …

1 ORGANIZATIONAL CULTURE AND MANAGING CHANGEIFCCEMD -Committee on Clinical Laboratory Management (C-CLM)Sedef YENICEI stanbul BilimUniversity andGroup Florence Nightingale Hospitals, Istanbul, -Committee on Clinical Laboratory Management (C-CLM)Learning Objectives DefineWhatOrganizationalCultureisandExpl ainWhyit simportant IdentifyOrganizationalCulture Schein-Model 7 DimensionsofOrganizationalCulture ExplaintheRoleofLeadershiptoBuiltupanOrg anizationalCulture DrivingandChangingtheOrganizationalCultu re BuildOrganizationalAlignmentandImproveEm ployeePerformance CreatingaStrongLaboratoryCulture BarrierstoOrganizationalChangeandOvercom etheChallengesIFCCEMD -Committee on Clinical Laboratory Management (C-CLM) swhatYOUneedtoknowaboutorganizationalcul ture!

2 Snotsomethingthatcanbephysicallytouchedo rseen, sconcernedwithhowmembersperceiveordescri betheculture, ,theytendtodescribetheorganization #P7000499203000000000000000000D8 DWhat is ORGANIZATIONAL CULTURE ?IFCCEMD -Committee on Clinical Laboratory Management (C-CLM)Defining ORGANIZATIONAL CULTURE : Core organizationorcorporatecultureisjust (1928) The only thing of real importance that leaders do is to create and manage CULTURE . If you do not manage CULTURE , it manages you, and you may not even be aware of the extent to which this is happening. Schein, Edgar CULTURE and leadership / Edgar H. Schein. 3rd by John Wiley & Sons, -Committee on Clinical Laboratory Management (C-CLM) ORGANIZATIONAL CultureModelBy Edgar Schein , P.

3 (2013). ORGANIZATIONAL CULTURE Model by Edgar Schein. Retrieved August 12, 2018 from ToolsHero: Inpractice,thethreelevelsoftheOrganizati onalCultureModelaresometimesrepresenteda sanonionmodelasitisbasedondifferentlayer s. , ,theremaybeanotherlayerinwhichwefindthes o-called heroes ;peoplewhoplayorhaveplayedanimportantrol eintheorganizationandwhoareadmired. howtheworldworks -Committee on Clinical Laboratory Management (C-CLM)How to Discover Your Organization s DNAR etrieved August 12, 2018 from Itistheorganization sDNA thewayanorganization smells and behaves ,namedartifacts,invisibleespousedvaluesa ndbasicassumptions,bywhichacompanydiffer sfromitsenvironment. Cultureinfluencesdecisionmaking,behaviou randthemotivationofemployees thus, sDNA?

4 Startdiggingaroundinthecompanyarchives, Onceyou vefoundtheDNA,mapittothecompany ,asyouconsiderfuturestrategies,howcanyou increaseyour competitiveplasticity organizationDNA issometimesusedasashorthandforanorganiza tion scultureandstrategy sDNAcanhelpyouknowwhatyoucanandcan tdo, -Committee on Clinical Laboratory Management (C-CLM)KristofferTripplaar/AlamyGoogle has created a creative and innovative CULTURE at their headquarters in California with an android googleplex, ..Retrieved August 12, 2018 from #P7000499203000000000000000000D8 DIFCCEMD -Committee on Clinical Laboratory Management (C-CLM)Retrieved August 12, 2018 from #P7000499203000000000000000000D8 DSiliconValleyStock/Alamybikes, ..IFCCEMD -Committee on Clinical Laboratory Management (C-CLM)Retrieved August 12, 2018 from #P7000499203000000000000000000D8 DLynn bringing your dog to -Committee on Clinical Laboratory Management (C-CLM)7 Dimensions of ORGANIZATIONAL CultureHow Can CULTURE Be Described?

5 IFCCEMD -Committee on Clinical Laboratory Management (C-CLM)Retrieved August 12, 2018 from organization s CULTURE may be shaped by one particular cultural dimension more than the others, thus influencing the organization s personality and the way ORGANIZATIONAL members work. For example: Apple sfocus is product innovation (innovation and risk taking). The company lives and breathes new product development and employees work behaviors support that goal. Southwest Airlineshas made its employees a central part of its CULTURE (people orientation) and shows this through the way it treats -Committee on Clinical Laboratory Management (C-CLM)Where Does CULTURE Come From?How Do Employees Learn the CULTURE ?

6 Usually reflects the vision ormissionof stories: narrative tales of significant events or people-company project an image ofwhat the organization should beandwhat its values rituals: repetitive sequences of activities that express and reinforce important ORGANIZATIONAL values and can impose their vision on employees because of new organization s small symbols or artifacts: layout of facilities, how employees dress, size of offices, material perks provided to executives, furnishings, and so memberscreate a shared historythat binds them into a community and reminds them of who we are. Language: special acronyms; unique terms to describe equipment, key personnel, customers, suppliers, processes , #P7000499203000000000000000000D8 DIFCCEMD -Committee on Clinical Laboratory Management (C-CLM)Audience ResponseOrganizational levelLet s discoverhow you view the overall CULTURE of your organization: What actions are needed to improve the current CULTURE ?

7 Is your the organization's purpose/mission memorable? How about the values? Are they distinctive and memorable? What does each value mean to you? How do leaders exert their authority through formal practices? What are some informal practices leaders rely on to get work done? How is success rewarded? How is failure addressed? Do leaders behave in a way that's consistent with your organization values? What motivates leaders? If we could do one thing to improve our CULTURE , what would it be?IFCCEMD -Committee on Clinical Laboratory Management (C-CLM)Retrieved August 12, 2018 from InastudydonebySidneyYoshida called Theicebergofignorance foundthatseniorlevelmanagementisoftensof arremovedfromday-to-daybusinessoperation sthattheyfailtounderstandthesystemsandpr ocessesthataffectbothemployeesandcustome rs.

8 Thestudyconcludedthatexecutivelevelmanag erswereonlyawareof4%ofday-to-dayproblems ,departmentmanagerswereonlyawareof9%ofpr oblems,employeesupervisorsknewof74%ofpro blemsbutthefront-lineemployeesknew100%of problemsthataffectedthequalityofproducts orservicesthatwerebeingdeliveredtocustom ers. Themosttroublingaspectofthesestudyfindin gsisthattheverypeoplewhohavetheresponsib ilityandabilitytosolveproblemsseemtobeth everyoneswhodon rise or fall on their Leadership Iceberg of IgnoranceIFCCEMD -Committee on Clinical Laboratory Management (C-CLM) ,Iturnedtoacademia, ,UtahStateUniversity,attheHuntsmanColleg eofBusinessandmorespecifically, ,IwasreferredtotheShingoInstitute, , QualityImprovementandTQCM anagementatCalsonicinJapanandOverseas.

9 Thatisnottosayhe,orit, ,ifitexists, , , IcebergofIgnorance IcebergofIgnorance islikelyamyththathasbeenperpetuatedviath einternetbywellmeaningindividualsandorga nizations, (soitissaid)in1989whenconsultantSidneyYo shidaproducedhisstudycalled TheIcebergofIgnorance .(Unfortunately,wecouldn tgetourhandsontheoriginal.)Allegedly,Yos hidarevealedwhathesawintheworkandleaders hiphabitsofJapanesecarmanufacturer, -Committee on Clinical Laboratory Management (C-CLM)Retrieved August 12, 2018 from ,theicebergofignoranceleadstoemployeedis engagement, , CULTURE is the Shadow of the LeadershipIFCCEMD -Committee on Clinical Laboratory Management (C-CLM)Retrieved August 12, 2018 from can t CHANGE if leaders can t CHANGE with them Walkingthetalkandintegrity Increasedteamworkandcross- ORGANIZATIONAL collaborationispreached.

10 Highperformanceleadershipteamsunderstand thattheircollectiveandindividualbehavior castsapositiveornegativeshadowacrossthee ntireorganization. ,theymustbecomeawareoftheirshadowsandthe nlearntohavetheiractionsmatchtheirmessag e. Theheadofanorganizationorateamcastsashad owthatinfluencestheemployeesinthatgroup. Theshadowmaybeweakorpowerful, -Committee on Clinical Laboratory Management (C-CLM)IFCCEMD -Committee on Clinical Laboratory Management (C-CLM)The iceberg that sinks ORGANIZATIONAL CHANGE How does the iceberg impact ORGANIZATIONAL CHANGE ?Retrieved August 12, 2018 from Some aspects oforganizational cultureare visible on the surface, like the tip of an iceberg, while others are implicit and submerged within the organization.