Frank Petrock
Instructor Frank Petrock
Product Id 601668
Duration 90 Minutes
Version Recorded
Original Price $295
Special Offer Price $10
Refund Policy
Access recorded version only for one participant; unlimited viewing for 6 months

Understanding Strategic Organizational Culture Change: A Competing Values Framework for Culture Assessment and Transformation


Competitive Advantage An organization's culture has long been known as a key competitive advantage. More than any other factor, culture has the strongest influence on productivity, retention, work ethic, employee satisfaction & engagement, readiness for innovation, adoption of new programs and technology and how managers lead people. It is, however, also understood that the culture that created an organization's success is often the same culture that causes it to stagnate or fail.

Companies can go out of business because of the resistance to change created in the current culture. Employees can become so indoctrinated and secure in their current culture they want to continue doing what they have always done, even though they know it is wrong and should be doing something different.

Understanding Organizational Culture Change provides managers with a sound foundation upon which to define and understand what's working and not working in the organization's current culture and how to envision the desired future culture to make the organization more productive and a better place in which to work.

The culture change concepts, process and tools reviewed in this webinar are based on the competing values framework of organizational culture, showing how organizations are a blend of four competing culture value sets:

  • The Clan Culture - Do it together
  • The Hierarchy Culture - Do it right
  • The Enterprise Culture - Do it fast
  • The Adhocracy Culture - Do it first

In addition to understanding these four cultures, the webinar shows how the emphasis on these four cultures needs to shift as the organization matures, meets new competitive challenges, adopts new technologies, introduces new programs - Lean, Six Sigma, Team Based Management and moves into new markets, among other transitions.

Also included in this webinar is an exploration of the transformational leadership and transactional management competencies associated with and needed to be effective in the Clan, Hierarchy, and Enterprise and Adhocracy cultures.

Why should you attend: This webinar will help you understand why an organization's culture can be its key competitive advantage and account for outstanding performance throughout the organization. Conversely, it will also explore how the culture that created a mature organization's success can also be the same culture causing its failure and why failure to transform the culture and leadership approach prevents young, start-up companies from growing.

Employees can become so indoctrinated and secure in their culture they want to continue doing what they have always done, even though they know it is wrong and should be doing something different.

Areas Covered in the Session:
  • Distinguish between the company's core values culture and the competing values nature of organizational culture - clans, hierarchies, enterprises and adhocracies.
  • Understand the linkage between an organization's business system, its technical system and its culture, or human system.
  • Explore how to assess, map and analyze the current culture to see the degree of current emphasis placed on the clan, hierarchy, enterprise and adhocracy cultures.
  • Understand the positive and negative practices imbedded in each of the four cultures and how to determine what is working and not working in the current culture.
  • Analyze and map the eight competing value orientations - creative change, growth boundary, results/competitive, rational/goal, rules/position, process, team and human resources - and how these align with the four cultures.
  • Explore how to envision and map the desired future culture, compare it to the current culture and determine what needs to be continued, started and/or stopped to start the culture transition.
  • Examine the leadership and management competencies needed to ensure the desired culture change takes place.

Who Will Benefit:
  • HR Managers
  • HR Executives
  • Vice Presidents
  • Division Managers
  • Plant Managers
  • Functional Managers
  • Department Managers
  • Store Managers

Speaker Profile
Dr. Frank Petrock is a consulting organizational psychologist and the president of the General Systems Consulting Group, Inc. He has provided leadership, team and organizational development training and consulting services to Fortune 500 companies since 1971 in North America, Europe and South East Asia. His steadfast focus is on making organizations more productive and better places in which to work.

He and his company have been involved in designing and managing major organizational change efforts . These business and performance improvement services include strategic organizational culture change, executive off-sites, large group planned change conferences, team building for leadership teams, organizational survey assessments and ensuring the effective implementation of processes like six sigma, lean and team based management.

Frank has also contributed to numerous management and executive education programs sponsored by companies and universities. These have included Motorola’s University and Global Leadership Development, Lucent’s Manufacturing Leadership Program, The University of Michigan’s Executive Education, PennState’s Executive Education, ABB’s Quality Institutes, and the Institute for Management Studies, among others.

In 1996 Frank developed the LEAD Program for High Potential Managers to help ensure the continued effectiveness of their clients’ key managers. The LEAD Program is an intense learning and development workshop integrating changes in personal style, leadership approach and organizational culture. LEAD is offered both as an open enrollment and an in-house program.

Frank and his team have developed productive relationships with managers and union leaders in a long list of companies, including Raytheon, General Dynamics, Honda of America, TRW, Motorola, AT&T, Autoliv, Siemens, Allied Signal, Belden, GKN, Eaton, Babcock & Wilcox Companies, EL Paso Electric, Amway, ABB, General Motors, Estee Lauder, Payless Shoe Source, McDermott, Bell Laboratories, NIST, Lydondell-BasellNew Jersey PSEG, First Energy and NSK, among many others.

Frank has had a long and varied career in the field of change management. His first appointment as a warden of a maximum security prison unit helped him understand behavior change, resistance to change, decision making in small groups and the importance of culture. In the early 1970’s, his innovative work in prison led to an invitation from the University of Michigan’s Psychology Department to earn a Doctorate in Behavior and Social Change. Frank also has a Masters Degree from Fairleigh Dickenson University and a Bachelors Degree from Upsala College.

Sign Up for Our Newsletter