KIN 5725 Organization and Management of Sport Part 2
Cultural change and Subcultural tension at Liverpool(Ogbonna & Harris, 2015): Team subculture - Promoting locally born and national players Admin Sub - Recruiting players from foreign countries
"It used to be better than this... like one big family and although they had problems, you got the impression that they [the players] were talking to each other and resolving their problems... These days, I find that the players can be very cliquey most of the time. The French sit together all the time and speak in French, the Africans tend to sit on their own and even the British are divided according to their region."—Catering staff
Cultural change and Subcultural tension at Liverpool(Ogbonna & Harris, 2015): Admin subculture - External appointment
"Our approach of sticking to what and who we know resulted in promoting from within and we did not have a lot of new blood coming in. The new manager has brought quite a lot of new blood and they have come with new techniques in medical, training and fitness areas and I think it's been good for us..."— Team Doctor
Cultural change and Subcultural tension at Liverpool(Ogbonna & Harris, 2015): Admin subculture - Togetherness
"The manager and the first team are kept in a little bubble. It's sort of established practice that we in the commercial side are kept away from the manager and players."— Marketing Director
Cultural change and Subcultural tension at Liverpool(Ogbonna & Harris, 2015): Team subculture -Internal promotion(Conservatism and continuity)
"We try to reinforce the values that were passed down to us by our predecessors... My transition from a player to a coach is part of this..."— Head Coach
Cultural change and Subcultural tension at Liverpool(Ogbonna & Harris, 2015): Team subculture - Individual needs: Unwilling to work with extended requirement Admin Sub - Organizational requirements: Involving players in all marketing and promotion activities
"You have to understand that the players have their own individual agents and you sometimes get the impression that they are more loyal to their agents than they are to this football club....They see their agents as people who are interested in their individual success. Unfortunately, the agents often have no interest in the club and would encourage the players to leave for another club if a better offer comes in."—Media Officer
Cultural change and Subcultural tension at Liverpool(Ogbonna & Harris, 2015): Team subculture - Isolation
"You have to understand that you need everything to be right to win a football game. We like to keep things tight and we like to keep the boys together...without the interference of anyone outside the training ground."— Head Coach
resistance to change
-Self-interest, -Misunderstanding and distrust -Different assessments of consequence of change -cost of change
Institutional pillars
1. Regulative • formal 2. Normative • informal • = social expectations / peer pressure • "take off shoes when entering house" 3. Cognitive • informal • = deep rooted assumptions • you just don't do it • "Everyone deserves a fair chance"
Types of Innovation in Sport Organizations
Administrative, Involve changes to a sport organization's structure or administrative processes. Technological, Involve the development or use of new tools, knowledge, techniques, or systems. Product or Service, Involve the development of a new product or service
Physical Settings
Artifacts - open, fun, colorful, comfortable Values - collaboration, teamwork, comfort Assumptions - collaboration/teamwork →innovation, productivity Artifacts - white, clean, modern Values - modernity, formality Assumptions - Modern, clean → fit with company, more legitimacy
Examples of Artifacts - What are the Values, Assumptions?
Artifacts - suits, ties, formal Values - professionalism, conformity Assumptions - need to look professional to meet expectations of customers/public Artifacts - casual, different Values - Individual expression, comfort, diversity Assumptions - those values lead to innovation, attract employees that want flexible work environment
Lululemon: How Culture Creates Competitive Advantage
Attracting the right people Encourage employee growth Involved in the local community Redefine retail experience "It's not required, but you want to be in the community."
Artifacts to Manage Culture: Ceremonies/Rituals
Ceremonies • Examples: Awards Ceremony, Graduation • Celebrate everything to foster cohesion and morale Rituals • Examples: Thursday happy hour, casual Fridays • Regularized activities; Known by "insiders", build cohesion
Cultural-cognitive pressures
Changes in culture and stakeholders' attitudes/perceptions
Normative pressures
Changes in knowledge, standardized norms, or professional practices
Regulatory Pressures
Changes inlegislation, rule,and/or sanctions
Artifacts to Manage Culture: Costumes
Costumes/Dress • Reinforce the collective organizational identity and the shared faith of all members of the organization • Attributes of dress: color, style, material • Homogeneity of dress: comparison of groups within theorganization Professionalism, trust Power Purity, cleanness
Culture and Global Expansion: Country cultures
Communicating - Are they low-context (simple, verbose and clear), or high-context (rich deep meaning in interactions)? Evaluating - When giving Negative feedback does one give it directly, or prefer being indirect and discreet? Leading - Are people in groups egalitarian, or do they prefer hierarchy? Trusting - Do people base trust on how well they know each other, or how well they do work together?
Eight Steps of Implementing Change
Initiating Change: 1. Establishing a Sense of Urgency 2. Forming a Powerful Guiding Coalition 3. Creating a Vision Establishing Change: 4. Communicating a Vision 5. Empowering Others to Act on the Vision 6. Planning for and Creating Short-Term Wins Institutionalizing Change: 7. Consolidating Improvements and Producing Still More Change 8. Institutionalizing New Approaches
Early Adopters = Brokers
How to spot them • Know a lot of people in diverse parts of firm • Brokers with few degrees of separation from key organizational players • Persons who have many shared activities• Interest increases with trial by mavens What they do • Connectedness and cosmopolitanism, puts them ahead of majority • Spread ideas (contagious elementthat infects early majority)
Early Majority = Pragmatists
How to spot them • Look for percentage increases • Predictable returns • Risk is not exciting • Attend to brokers & status What they do • Get the bandwagon going with a critical mass of adopters
Late Majority Ride the Bandwagon: Conservatives
How to spot them •See change as a net gain of zero • Think mavens waste their time • Are influenced by bandwagons, but won't admit it What they Do • Jump on the bandwagon after a critical mass has adopted
Innovators are Market Mavens
How to spot them (and how to set a Maven trap!) • Accumulate and share knowledge • High awareness and interest; consumption patterns • Tend to be specialists or have special needs What they do • Experiment with risky but promising innovations
Artifacts to Manage Culture: Jargon/Language
Jargon/Language • The specialized language that "insiders" know... • Theories, acronyms• Communicates assumptions, values, ideology • Examples: "Fontology," TPS reports
Cultural change and Subcultural tension at Liverpool(Ogbonna & Harris, 2015)
Previous culture • Success measured purely in terms of winning trophies and matches New culture • Encompassing on-field and off-field measures • Financial viability is given more prominence
Organizational Change: Evolution and Revolution
Rate/Pace of change: - Evolutionary change • Slow, piecemeal, and continuous • Happen as organizations make incremental adjustments in their strategy, structure, or processes while still remaining within a particular design. - Revolutionary change • Can occur over brief periods of time • Can affect the entire organization at once • Occur in response to a major upheaval/crisis in an organization's environment requiring a "simultaneous and sharp shift in strategy, power, structure, and controls." (Tushman, Newman, & Romanelli, 1986,p. 31)
Institutional environmental pressures
Regulatory Normative Cultural-cognitive
Tactics to Overcome Resistors
Tactics if they are powerful: Demonstrate: Show how your idea may help Sell: Sell your ideas Train: Help people to adapt Negotiate: Make trade-offs Co-opt: Use buy-in to align moderate opponents' interests with yours Build Coalition: Build political support, use third parties to sell, induce tipping points, and neutralize opposition Authority: Force compliance through punishments
Case study of intra-team social network tie and team conflict
Social Network: Purpose: understand the pattern and content of the interactions between individuals, groups and organizations Focus: Linkages among social entities (Wellman, 1988) Tie: Relationship/Interaction between two nodes Node: any entity in a network(person, group, team, organization)Case study of intra-team social network tie and team conflict
Case study of intra-team social network tie and team conflict
Social network ties Instrumental Tie: ● Task-oriented ● Gather information, resources, advices... Expressive Tie: ● Interpersonal relationship-oriented ● Gather social support
Process of Innovation Adoption
Stages: Innovation, Adoption Decision, Implementation stage Determinants: Managerial, Organizational, Environmental Determinant
Artifacts to Manage Culture: Stories and Scripts
Stories & Scripts • Narratives that make ordinary (but organizationally desirable)actions into extraordinary heroic acts and role models
Innovation Adoption Lifecycle
Strategize on the S-shaped curve from the "waist down." Focus resources on starting the process up to where it is self-generating Bandwagon effect: critical mass of adopters others to adopt (social proof!) Identify Key Actors at each stage of the S-Shaped Curve Actors before tipping point: Innovators - a.k.a. "Mavens" Early Adopters - a.k.a. "Brokers" Actors after tipping point: Early Majority - a.k.a. "Pragmatists" Late Majority a.k.a. "Conservatives" Resistors
Artifacts to Manage Culture: Symbols
Symbols -objects that reinforce and communicate quickly and economically the values and ideology
Thomas kilmann's conflict model
The Thomas-Kilmann Model is based on two dimensions: assertiveness and empathy. There are 5 conflict resolution strategies: Compete, Avoid, Accommodate, Collaborate and Compromise. Each strategy has its benefits and disadvantages. Choose the appropriate one according to the situation
What Causes Organizational Change?
The impetus for change may arise externally in the environment of a sport organization or from inside the organization itself . - Externally, a wide variety of factors can cause change. • Factors include the acquisition of new equipment and technology. • Changes in government legislation may initiate changes in the way sport organizations are structured and operated. - Internally, change is initiated by change agents. • These are the people whose job it is to ensure that a sport organization makes the necessary changes to maintain or increase its effectiveness. • The changes these people recommend usually reflect their own interests and values.
Model of Culture
Three Levels of Culture • Artifacts are observable products of the culture - Symbols, stories, ceremonies, rituals, physical setting/structure • Values specify rules of appropriate behavior - Norms about what is right and wrong, important and unimportant - what constructs, such as integrity and honesty, members share • Cultural assumptions underlie organizational culture - Why this value matters for the organization - Hidden, must be inferred
the circle of conflict cont.
a way to diagnose a conflict by examining six primary causes of conflict: data, values, experience/relationship, externals/moods, structure, and interests
the circle of conflict
data, relationship, values, structural, interests
The Paradoxical Nature of Change
stems from the fact that SO must change if it wishes to remain competitive A sport organization must change if it wishes to remain competitive. A sport organization's output, costs, and workforce must remain relatively fixed if it is going to be successful.
Conflict Management Strategies: Confrontation and Negotiation
• Confrontation means that the parties involved in a conflict come together face to face and try to resolve their differences. - Those involved recognize that conflict exists and that it needs to be dealt with. Confrontation as a conflict resolution technique requires a certain amount of maturity; facts have to be faced, and emotions, as much as possible, have to be put aside. • Negotiations occur during the confrontation process; each subunit or their representative work through the situation to try to come to an agreement.
Unique benefits of culture
• Control device - invisible, experienced as autonomy • Motivation device - inexpensive, highly valued rewards • Source of competitive advantage - creates core competency • Unique strategic positioning
Conflict
• Definition - Kolb & Putnam (1992, p.312): "Conflict may exist when there are real or perceived differences that arise in specific organizational circumstances and that engender emotion as a consequence."
Institutional Theory: Organizational field
• Definition: "A community of organizations that partakes of a common meaning system and whose participants interact more frequently with one another than with actors outside the field" (Scott, 1995, p.56) . • Composition: May include constituents such as the government, critical exchange partners, sources of funding, professional associations, special interest groups, and the general public ...
Subcultures within an organization
• Definition: Multiple values and assumptions that are present in a given organization. • What type of subcultures might exist in organizations? • What are the benefits and risks of these? • What about countercultures? Could there be benefits?
Organizational Change: Population Ecology
• Focus on a population of like organizations in a particular geographic area or niche .• Longitudinal view: how processes evolve over long periods of time • Explore how organizations are born, change, and die • Factors: e.g. age ( liability of newness, liability of aging), size (liability of smallness), density of the industry (conflicting effects), being a specialist (focus on a narrow niche) or generalist (target a broader market) • Examine how certain characteristics (e.g., size, age), theenvironment, and random chance affect organizational outcomes.
Conflict Management Strategies: Third-Party Interventions
• If a conflict is particularly drawn out, a third-party intervention may be used to resolve the dispute. • A person who is not associated with the conflict is brought in to try to resolve the situation. • Although the person brought in will not be associated with either side in the conflict, the principals involved are often given the right to approve or disapprove of the person who will be the third party.
Innovation in Sport Organizations
• Innovation - Definition: Refer to "the implementation of an idea -whether pertaining to a device, system, policy, program, orservice - that is new to the organization at the time ofadoption" (Damanpour, 1987, p.676) • Innovation involves the introduction of something newinto the organization; as such it requires change.However, change does not necessarily involveinnovation.
Conflict Management Strategies: Integrating Devices
• Integrating devices may involve the use of a small group (a committee or a task force) or an individual. • The role of these groups or individuals is to span the boundaries between subunits. - A group usually contains representatives from the subunits that are or potentially could be in conflict. - Bringing these people together is an effective way to solve problems because they come to see each other's perspective. - Committees are frequently used in sport organizations to manage or prevent conflict.
Areas for Change in Sport Organizations
• Involve modifications to the way people think, act, and relate to each other • Through training, team-building exercises...
Conflict Management Strategies: Authority
• One of the most common methods of managing conflict is for the senior managers of a sport organization to use their formal authority to resolve or suppress the conflict situation. • While the parties involved may not always agree with the manager's decision, they will usually recognize and comply with whatever resolution is made. • The use of authority for conflict management is also used between sport organizations as the professionalization and commercialization of sport increases.
Organizational Change: Institutional Theory
• Organizations change and conform to the expectations of their institutional environment to help increase their legitimacy. - This helps to ensure the continued flow of resources necessary for their operation. • Institutional theory is useful for developing understanding of organizational change because it helps to explain "the similarity ('isomorphism') and stability of organizational arrangements in a given population or field of organization." (Greenwood & Hinings,1996, p. 1023)
What is culture?
• Pattern of beliefs, values, and behavioral expectations shared by the organization's members • "That's how things are done around here."
Conflict Management Strategies: Increasing Resources
• Resource scarcity can precipitate conflict .• One way to manage a conflict over resources is to increase availability .• While it is not always possible to give all subunits everything they want, selected resource increases may translate into savings because wasteful conflicts are avoided.
Pascale's Seven Steps to Effective Socialization
• Rigorous selection process • Humility-inducing experiences • Training in core disciplines • Reinforcement through reward systems • Adherence to transcendent values • Folklore and stories with morals • Celebrate heroes and champions
How do you get culture?
• Socialization is the process by which new members learn the culture of the organization • "Learning the ropes."
Perspectives on Organizational Change
• Some of the most popular perspectives of looking at change :- Population ecology - Resource dependence - Institutional theory • Although these perspectives are dealt with separately, they are not necessarily discrete.
Conflict Management Strategies: Job Rotation
• Sometimes conflict can be prevented or managed by engaging in job rotation, in which a person from one subunit works in another subunit, usually temporarily. • The person who is moved comes to understand the attitudes, issues, and problems in the subunit to which she or he is moved. • The individual who is moved is also in a good position to relate similar information about his or her own department.
Dealing With Resistance to Change
• Sport managers can deal with resistance and implement change in several ways. • Approaches are not independent and frequently are used in combination to influence those who oppose change (Kotter &Schlesinger 1979) - Education and communication - Participation and involvement • Involve those groups/individuals most likely to exhibit resistance - Establishing Change teams • Task forces, new venture groups, interdepartmental committees... - Idea champions • Intensely committed to the proposed changes; help get other people involved in the change process - Facilitation and support • Career counseling, job training, therapy...
Conflict Management Strategies: Superordinate Goals
• Subunits within a sport organization develop their own goals. The incompatibility of these goals with those of other subunits can sometimes precipitate conflict. • A strategy used to address this type of conflict is to create superordinate goals, higher-level goals that require subunits to work together. - These goals must be seen as more important than the goals subunits possess individually. Superordinate goals can enhance cooperation within an organization. Attention is directed away from the individual subunit goals, the basis of the conflict, to the superordinate goals that must be achieved collaboratively.
Organizational Change: Convergent and Radical
• Two types of change exist: (Greenwood & Hinings, 1996) 1. Convergent (adaptive or incremental) A. Change is more about fine-tuning a specific orientation. B. Newman (2000): First-order change; adjustments are made to be within the original template of the org; does not alter the fundamental values of the org. 2. Radical change A. Completely changing orientation. B. Represent a complete break from the former way of doing things C. Newman (2000): Second-order change; alter the basic structure, strategy and template of the org.
Culture and Global Expansion
• What are the risks or pitfalls associated with global expansion? • What recommendations would you offer an organization that was expanding abroad? • How can you put the concepts together to offer informed, practical recommendations? • Culture is a multi-level phenomenon • To replicate success in different market, must acquire new skills • Successful global orgs adapt their practices to different culturalenvironments. - Cultural symbols and values interpreted and perceived differently - Cross-national teams facilitate cross-cultural learning (think: Networks!) • Organizational components cannot be completely inconsistent withnational culture
Getting Innovations Adopted
• What do we need to take into account? • Resistance level • Change tactics • Social networks • Think: Targets, tactics, timing • Who to target • What tactics work with what targets • When to update and time tactics • Tap the hidden power of the "S-shaped" diffusion cycle • Tipping points • Bandwagon effects
Organizational Change: Resource Dependence
• When organizations are unable to generate internally the types of resources they need to operate, they depend on their environment for resources, which is critical to their survival. • "Environments can change, new organizations enter and exit, and the supply of resources becomes more or less scarce." (Pfeffer & Salancik, 1978, p. 3) - Because organizations depend on resources, this can create uncertainty for managers. - Managers can reduce uncertainty by changing their activities in response to the environmental factors. - Strategies: mergers, diversification, joint ventures
Conflict Management Strategies: Separating or Merging Conflicting Units
• Where the units do not need to work together on organizational tasks, a manager could order the actual physical separation of the two groups, preventing contact between them. • A related but opposite way of handling this type of situation is to reduce the interdependence between two subunits by merging them into one.
Case study of intra-team social network tie and team conflict
● Due to the complexity and interdependence of organizational life, conflict is inevitable in groups and organizations (Jehn, 1995). ● Teams can also be hot beds of conflict.
