Organizational Culture, Identity and Change
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Organizational Culture, Identity and Change

Understanding organizational culture at the interface of theory and practice, identity and design.
4.9 (14 ratings)
Instead of using a simple lifetime average, Udemy calculates a course's star rating by considering a number of different factors such as the number of ratings, the age of ratings, and the likelihood of fraudulent ratings.
98 students enrolled
Created by Erika Jacobi
Last updated 10/2016
English
Current price: $10 Original price: $45 Discount: 78% off
1 day left at this price!
30-Day Money-Back Guarantee
Includes:
  • 3.5 hours on-demand video
  • 1 Supplemental Resource
  • Full lifetime access
  • Access on mobile and TV
  • Certificate of Completion
What Will I Learn?
  • Understand corporate culture at the interface of theory and practice.
  • Explore ways in which companies can use their unique identity to shape a vibrant culture.
  • Differentiate healthy from toxic and problematic cultures.
  • Discover various kinds of culture interventions.
View Curriculum
Requirements
  • Participants will benefit most if they make ample use of the exercises and quizzes during the course.
Description

This course looks at organizational culture at the interface of theory and practice as well as at the interface of organization design and organizational identity. We will discover various ways of understanding corporate culture and apply these perspectives to case studies of prominent companies. The course reveals much an organization’s design and set up of every day procedures influences its culture and vice versa. Additionally, this course raises indispensable questions to ask before planning a culture initiative. The ultimate goal of this course is to show ways of utilizing an organization’s unique identity to shape a dynamic and authentic organizational culture. The course offers a wide range of self- and group reflection tools and introduces a 5-step collaborative culture process. 

This course is designed for:

  • HR and OD representatives
  • Executives
  • Consultants
  • Anybody who is interested in organizational culture at the interface of theory/practice  and of organizational identity/design. 

Duration of course:

The course offers 3.5 hrs worth of video lectures. Additionally, you will find 4 quizzes and a range of reflection tools, exercises and a brief culture scan. If you make good use of these exercises and do them in-depth, possibly also with a group of select people from your company, you will get the most out of this course. Utilizing the offered exercises, will increase the hours you will need to fracture in for taking this course. 

Methods:

  • Video lectures
  • Case studies
  • Exercises, reflections, quizzes
Who is the target audience?
  • Anybody who is interested in organizational culture and change at the interface of practice / theory and identity / organizatio design.
  • HR and OD representatives
  • Executives
  • Consultants
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Curriculum For This Course
40 Lectures
03:36:29
+
Start Here
1 Lecture 05:54

This is the introduction and detailed overview of the course "Organizational Culture, Identity and Change": 

Objectives: 

  • Give an overview of the latest literature and perspectives on culture and identity.
  • Show influence of organization design, identity and procedures on culture.
  • Explore ways in which companies can use their identity, structure and procedures to shape their culture.


Learning Outcomes

  • Talk more confidently about organizational culture
  • Gain broader theoretical and practical understanding
  • Identify various types of organizational culture
  • Understand values, norms and beliefs
  • Apply knowledge to various settings
  • Utilize specific tools
  • Distinguish toxic from balanced cultures
  • Know how companies can use their unique identity to shape their culture.

Come and join this course if you belong to one of the following groups:
  • HR/OD representatives
  • Executives
  • External OD/HR/Change consultants
  • Interested in learning more about organizational culture at the interface of theory/practice & Identity/design.


Preview 05:54
+
Part I - Defining Organizational Culture
7 Lectures 39:02

In this short introduction, we will discuss reasons for learning about corporate culture. 

Also, you will learn about current agreements and disagreements among practitioners and theorists regarding organizational culture.

Additionally, we will look at first dynamics of organizational culture as a topic at the interface of organization design and organizational identity.

Preview 05:18

We will discuss general definitions of organizational culture and their impact:

1. Most general definition.

2. Reciprocal relation between culture and organization design / life / decision making. 

3. 10 key areas where organizational culture displays. 

4. 6 dimensions by which culture can be categorized. 

Additionally, we will run two sample companies through a quick organizational culture scan to highlight introduced aspects.

Attached to this section, you will find the downloadable materials for this course. The materials contain 17 exercises and reflection tools as well as the literature list for this course.

General Definition of Organizational Culture - 1st Culture Scan
14:32

This lecture introduces Edgar Schein's definition of organizational culture and discusses:

1. the impact of Schein's defintion. 

2. areas in which this perspective applies.

Preview 03:45

This lecture introduces: 

1. Gareth Morgan's definition of organizational culture and its implications. 

2. Aspects of dramatized cultural aspects.

3. Organizational culture portrayed from various storytelling perspectives. 

Last, we are going to look at perspectives on culture that include external and internal perspectives. Here, we are going to look at the following three fields: 
  1. Systems Thinking 
  2. Dynamical Systems Thinking                                                                                                                         
  3. Institutionalism
Gareth Morgan's Definition - Storytelling Aspects, Systems and Institutionalism
08:48

In this lecture, we are going to see how culture is different from: 

1. Organizational Identity

2. Organizational Atmosphere.

Differentiations between Culture, Identity/Image and Atmosphere
03:20

This section provides a summary of all aspects covered in Part I.

Summary part I
02:40

Erika touching base - transition from Part I to Part II.

Erika touching base - transition from Part I to Part II.
00:39
+
Part II - Understanding Organizational Culture
19 Lectures 01:16:03

Welcome to Part II  - Understanding Organizational Culture at the interface of theory and practice as well as at the interface of organizational design and identity. 

Overview

• Competing Values Framework

• Clan/Adhocracy/Hierarchy/Market Culture

• Examples of BMW and Toyota

• Practical applications of cultural values. Ways of making a culture unique

• Other frameworks and Assessment

• Assessment: Organizational Perspective

• Assessment: People Perspective

• Assessment: Alternative Perspective

• Relation between Assessment and Change Outcome 

Overview
01:22

Introduction to the second part of this course:

  • Explanation why culture is often marked down as a people or HR topic.

  • Brief overview what it would entail if we looked at organizational culture from the people perspective. 

  • Explanation why in this part, we are mostly going to look at corporate culture from an organizational and operational perspective.    
Part II - Introduction
02:07

This lecture introduces: 

  • The Competing Values Framework (Quinn & Rohrbaugh)
  • 4 Archetypes of Culture (Introduction)
  • The Clan Culture
4 Archetypes of Culture - Part 1 - The Clan Culture
04:02

In this lecture we will be looking at the specific ins and outs of the: 

  • Adhocracy Culture
  • Market Culture
4 Archetypes - Part 2 - The Adhocracy and the Market Culture
03:41

This lecture continues with the last of the 4 archetype cultures. You will learn about:

  • The Hierarchy Culture
  • How the 4 cultures score on the Competing Values Framework.



4 Archetypes - Part 3 - The Hierarchy Culture
03:44

In the following, you will hear a case study featuring Toyota. To get more out of the experience, we would ask you to listen to the case study bearing the following questions in mind: 

1. Where would you place Toyota on the Competing Values Framework?

2. Building on Morgan’s definition of culture, which aspects does Toyota

    “dramatize” about their culture?

3. Which set of shared beliefs, values and norms can you identify in this case

     study?

4. Which systemic aspects can you detect in Toyota’s culture and procedures?

5. How does Toyota use operational influences, procedures and processes to shape their

    culture?

6. What is Toyota’s core identity? What are their success factors that have stayed the same over

    the years?

7. How does Toyota display “double loop”  learning?

8. What makes Toyota unique?

At the end of the case study, there will be a quiz waiting for you. 

Introduction to Excercise for 1st Case Study - Toyota
02:11

In-depth introduction to the Toyota corporate culture: 

1. Background of company

2. Clan and Agile Features

3. The Toyota Production System

4. Values of Kaizen, Jidoka and Hejinka

5. Just-in-time processes and procedures

6. The Thinking People System

7. 5 Whys

8. 5 S



Example - Corporate Culture of Toyota - Part I
10:04

This lecture reveals various storytelling aspects that can be noticed in the case study of Toyota. 

The Corporate Culture of Toyota - Part II
06:06

In this lecture, we will see how Toyota:

1. Displays on the Competing Values Framework

2. Scores on the Culture Scan.

The Corporate Culture of Toyota - Part III
02:40

This lecture summarizes the most important learning outcomes from the Toyota case study: 

1. Factors that drive an authentic culture formation. 

2. Culture consistency exercise.

Example - Corporate Culture of Toyota - Learnings
02:18

Quick Check-in after Toyota case study
00:18

Here are some questions that help you with applying the introduced concepts in Section I and at the beginning of Section II to the example of the Toyota culture.

Case Study Toyota
8 questions

To get more out of the next case study on BMW, please listen to it while bearing the following questions in mind: 

1. Where would you place BMW on the Competing Values Framework?

2. Building on Morgan’s definition of culture, which aspects does BMW “dramatize” about their culture?

3. Which set of shared beliefs, values and norms can you identify in this case study?

4. Which systemic aspects can you detect in BMW’s culture and procedures?

5. How does BMW use operational influences, procedures and processes to shape their culture?

6. What is BMW core identity? What are their success factors that have stayed the same over the years?

7. How does BMW display “double loop” learning?

8. What makes BMW unique?


After the case study, a quiz will be waiting for you. There you can test your knowledge.

Wrap up from Toyota Case Study - Explanations BMW case study
01:23

The corporate culture of BMW:

1. Overview of company

2. Resilience and Success Factors

3. BMW Business Model

4. Creative Problem Resolution/Creative Initiatives

5. Sustainable Leadership Approach

The Corporate Culture of BMW - Part I
07:25

In this second part of BMW's corporate culture we are going to explore:

  • What drives BMW culture
  • BMW core values
  • Leadership Model and Principle
  • How leaders are assessed
  • the goal of the leadership model
  • How BMW's organizational behavior align with their values and leadership style.


The Corporate Culture of BMW - Part II
05:59

In this third part of "The Corporate Culture of BMW", we will look into:

  • BMW's organizational storytelling, image culture branding 
  • statements of their leaders
  • 5 other areas of imaging and culture branding
The Corporate Culture of BMW - Part III
02:50

In this lecture we will:

  • compare BMW and Toyota on the competing values framework
  • compare BMW and Toyota on the culture scan
  • understand how organizational culture is construed in both places
  • learn which areas impact organizational culture formation the most
  • explore the role of organizational identity and image play in the process
  • introduce aspects which make your culture development process effective
Learnings - Comparison Culture Construction BMW - Toyota
05:42

Here are some questions that help you with applying the introduced concepts in Section I and at the beginning of Section II to the example of the BMW culture.

Quiz - BMW Case Study
8 questions

This lecture introduces further culture frameworks and assessment tools. 

The frameworks can be grouped as applying a/an:

  1. organizational perspective
  2. people perspective
  3. alternative perspective

We will discuss how the choice of the assessment tool and framework influences the change outcome.

Other Frameworks and Assessment Tools
10:03

Summary of introduced aspects in Part II: "Understanding Corporate Culture" 

  • Competing Values Framework
  • 4 Archetypes of Culture
  • Clan Culture
  • Market Culture
  • Hierarchy Culture
  • Adhocracy Culture
  • Examples: Toyota and BMW
  • Business models 
  • Processes 
  • Procedures
  • Measurability
  • Values 
  • Image, Storytelling and Identity 
  • Compare the culture construction of BMW and Toyota
  • Extrapolate areas that impact culture formation
  • Understand the hierarchy of impact
  • Define effectiveness in culture development
  • Understand the role of identity and image
  • Other frameworks and assessment tools
  • Assessment: Organizational Perspective 
  • Assessment: People Perspective 
  • Assessment: Alternative Perspective 
  • Relation between assessment and change outcome 
  • Assessment drives understanding 
  • Assessment drives change outcome
Summary Part II
02:26

Erika's touching base at the end of Part II.

End of Part II - Transitioning to Part III
01:42
+
Shaping and Changing Organizational Culture
13 Lectures 01:35:30

This overview presents the crucial components of this section: 

  • Introduction
  • 6 indispensable questions
  • Can we really change organizational culture?
  • What are signs that a culture intervention may be necessary?
  • Are you the right person for it?
  • Is now a good time?
  • How can you clarify your change goals and motivations? 
  • Which initiative would be the best for you?
  • Examples of European Project Management Firm/American College.
  • Process
  • Procedures 
  • Outcome 
  • Summary
Part III Overview
01:50

This introduction covers the relevance of culture and reiterates which factors touch culture in a formative way.    

Introduction of 6 indispensable questions to ask prior to a culture initiative:

1. Can we really change organizational culture?

2. What are signs that a culture intervention may be necessary?

3. Are you the right person for it?

4. Is now really a good time?

5. How can you clarify your change goals and motivations?

6. Which initiative would be the best for you?

Pat III - Introduction
03:56

This lecture will star off he work on the 6th indispensable questions to ask before starting a culture initiative. The first question is: Can we really change organizational culture?

We will cover important concepts such as: 

1. Concept of Adaptive Instability

2. Change theory by Kurt Lewin

3. Change theory by Houi

Also, we will get an understanding of the various potential costs involved.


1. Indispensible Question - Can we really change organizational culture?
06:55

This lecture discusses the question: What are signs that a culture initiative may be necessary? Sub-questions are: 

1. What constitutes a toxic culture?

2 .What constitutes an increasingly problematic culture?


2. Question: What are signs that a culture initiative may be necessary - Part I
09:11

In this lecture, we will discuss signs that tell you that you have to act 

a) as an organization

b) as a person 

Exercises and reflection tools  ---- Quiz                      

2. Question: Part II
13:21

Sometimes it can be difficult to know when it's time to work on your culture as an organization. This "quiz"/survey will help you gain more clarity around this question and reduce some blind spots. In the following you will find 10 questions with 5 answers each. Should you have more than 3 category A) answers or more than 5 category B) answers, we would urge you to start thinking of making culture a priority. Also, should you have more than 5 category C) answers, you know that you have officially arrived at a culture that may still be okay but has lost a lot of its vibrancy. 


For organizations: How to know whether it's time for a culture initiative
10 questions

Sometimes it's difficult to know whether the culture you work in is right for you. This quiz will help you gain more clarity around this question. In the following you will find 10 questions with 5 answers each. Should you have more than 3 category A) answers or more than 5 category B) answers, we would take this as an indicator that the current corporate culture you function in may not be the best fit for you. 

For Individuals: Is the culture you are currently working in a good fit for you?
10 questions

In this lecture, we are going to discuss who is the right person for initiating or leading a culture initiative.                    

1. Level of influence. 

2. Level of impact. 

3. Reverse psychology influences.

4. Required personality.

5. Personal change readiness and change leadership skills. 

Introduction of Kotter's 8-Step Change Model 




3. Are you the right person?
10:13

In this lecture, we are going to analyze:

  • natural culture developments over time
  • which times and phases lend themselves to which culture initiative.
  • the difference between culture creation, transformation and innovation. 
  • the costs and risks of a culture initiative.
  • questions to probe into for finding out whether now is a good time for you to start a culture initiative.


4. Question: Is now a good time for your culture initiative?
09:08

This section seeks to help you clarify your change goals: 

1. Differentiating culture goals by business stage. 

2. Differentiating between Creation, Transformation, Innovation processes - with reflection exercises. 

3. Differentiation by change goal. 

Exercises for avoiding the pitfall of arriving at a solution too soon. 

Culture Vision Development Exercises

5. Indispensable Question - How can you clarify your goals and motivations?
10:44

In this lecture we are going to look at various change methods such as: 

  • Imperialistic Change
  • Evolutionary/Revolutionary Change
  • Top-down/bottom up
  • Collaborative Change
  • Vision-based Change
  • Disruptive Change
  • Process Change
  • Systemic Change 
  • Appreciative Change
  • “Attractive” Change

We will group these by various categories to see which style lends itself to which initiative best.



6. Indispensable Question - Which method is best for you?
06:37

Before we look at 2 examples of culture projects we conducted, here comes a brief introduction to the 5-step process we typically use. 

1. Appreciative Assessment

2. Collective Awareness

3. Co-Design

4. Capability Building

5. Co-Implementation

Process we use at LC GLOBAL
04:38

This section introduces two sample projects of clients we worked with:


1. Example is that of a European project management firm. 

2. Example is that of a U.S. American college. 

2 Sample Projects
13:06

This is the summary of Part III "Shaping and Changing Corporate Culture":

  • Introduction
  • 6 indispensable questions: 
  • 1. Can we really change organizational culture?
  • 2. What are signs that a culture intervention may be necessary?
  • 3. Are you the right person for it?
  • 4, Is now a good time?
  • 5. How can you clarify your change goals and motivations? 
  • 6, Which initiative would be the best for you?
  • Definition Organizational Identity 
  • Culture stable and flexible 
  • Costs
  • Systems can only be understood after change.
  • Easier to adapt to external unplanned than to internal planned change
  • 2 change theories. 
  • Signs of a toxic culture. 
  • Signs of a problematic culture.
  • Signs that you need to act. 
  • •Kotter’s change model. 
  • Aspects of change leadership appropriateness. 
  • Culture initiatives for various stages. 
  • Collaborative change goal clarification. 
  • Exercises. • Various initiatives and change styles. 
  • Pros and cons. 
  • Exercises, reflections, check lists.
  • How can your organization embrace change best?
  • 2 examples – highlighting identity to make a difference. 
  • Process, procedures, outcome.


Summary Part III
05:20

Erika's touching base to say good bye until the next course.

Ending
00:31
About the Instructor
Erika Jacobi
4.9 Average rating
13 Reviews
98 Students
1 Course
Management Consultant, Adj. Professor Org. Behavior, Author

Erika is the founder and Lead Consultant of LC GLOBAL®, a change and innovation consulting firm with presences in New York City and Munich, Germany. As an international business leader with 15+ years of experience, she has consulted with multinationals in Europe, the USA and the Middle East. She has coached national and international business leaders, including Fortune 100 leaders. Her academic background is in Human and Organizational Behavior, Development and Systems. Her Ph.D. research
topic focuses on “The Role of Meta-Narratives in Organizational Change.” Erika teaches Organizational Behavior, Change and Innovation Leadership and Storytelling/PR at various universities.