This chapter’s objectives are to: Illustrate how internal influences create unique types of cultures, explain how managers analyze challenges and opportunities in organizations, summarize the common reasons why managers change how their organizations operate, summarize how managers change organizations by intervening in systems. | Chapter 4 Organizations and Change Management Illustrate how internal influences create unique types of cultures Explain how managers analyze challenges and opportunities in organizations Summarize the common reasons why managers change how their organizations operate Summarize how managers change organizations by intervening in systems Learning Objectives Internal environment Comprises the forces inside an organization that affect how managers set expectations, how employees perform their roles, and how the company interacts with stakeholders and responds to external environments Emphasized by management-focused capitalism External environment Specific and general factors outside an organization that can change how it operates Emphasized by customer-focused capitalism Introduction (p. 86) Introduction (cont.) Figure Organizational culture Collection of beliefs, shared by individuals and groups, to help their organization to respond to environmental forces and changes Experienced | Chapter 4 Organizations and Change Management Illustrate how internal influences create unique types of cultures Explain how managers analyze challenges and opportunities in organizations Summarize the common reasons why managers change how their organizations operate Summarize how managers change organizations by intervening in systems Learning Objectives Internal environment Comprises the forces inside an organization that affect how managers set expectations, how employees perform their roles, and how the company interacts with stakeholders and responds to external environments Emphasized by management-focused capitalism External environment Specific and general factors outside an organization that can change how it operates Emphasized by customer-focused capitalism Introduction (p. 86) Introduction (cont.) Figure Organizational culture Collection of beliefs, shared by individuals and groups, to help their organization to respond to environmental forces and changes Experienced at the: Conscious level – can be seen or heard openly (p. 88) Unconscious level – things that employees think or feel Internal Environment (p. 87) Organizational culture (cont.) – manifest in: Slogan – repetitive phrase intended to support an organizational culture, mission, vision, or values (p. 88) Story – narrative, usually fictionalized or enhanced over time, based on actual organizational experiences Symbol – event, situation, object, person, or other artifact that provides greater meaning to the organization (p. 89) Ritual – formalized activity intended to communicate and teach the organization’s culture Ceremony – event that provides one or more stakeholders with a sense of purpose and meaning connected to the organization Internal Environment (cont.) Organizational culture (cont.) – manifest in: Heroes – real or imagined person who represents an ideal performer specific to the organizational culture (p. 90) Stages in a hero’s journey Internal Environment (cont.) Figure An .
