Critically explain why changing organisational culture is so difficult and how managers can do it.
Culture can be defined as “a set of basic tacit assumptions about how the world is and ought to be that a group of people share and that determines their perceptions, thoughts, feelings, and, to some degree, their overt behaviour” (Schein, 1996). Organizational culture is depend on differences in norms and shared values which are learned in workplace and to direct behaviour of members in the particular organisation. (Cabrera, Cabrera& Barajas 2001) Organisational culture was built on its shared beliefs and values which was the guidance to solve problems.
This essay will introduce the definition of organisational culture and explain why
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However, it is hard to change managers. If managers are not satisfied with their employees, employees can be changed, but managers will not changed unless the company go bankrupt. Thus, the most difficult to change organisational culture is to change the mind of managers. For instance, if managers make no attempt to make progress and milk-toast, it will be the most resistance to change organisational change. For this reason, the best way to change is from up to bottom. At the same time, change the mind and ability of leader is the difficult demand for changing organisational culture.
To change organisational culture, managers have lot of things to do it. The role of managers is very important through up down system. As Ott (1989) suggested that the leader can do lots of things included staff selection, socialization, removal of deviating members, cultural communication and role model to guide behaviour. For example, managers can choose employees who will support to change organisational culture. Although it will not change the situation directly, they can be the power push the step of changing organisational culture. In the same way, managers can fire part of staff who opposes to change. It is not only reducing resistance to change organisational culture, but also overawe the opponent to change their minds. Furthermore, managers need to be the role model to change organisational culture. The behaviour of managers can be
Organizational culture is the “values and beliefs that people have about an organization and provides expectations to people about the appropriate way to behave” (Kinicki, 2013, slide 3). Corporates can change Changing organizational culture can be a process using one or more of the eleven strategies, (1) formal statements, (2) slogans & sayings, (3) stories, legend, & myths, (4) leader reactions crises, (5) role modeling, training, & coaching, (6) physical design, (7) rewards, titles, promotions, & bonuses, (8) organizational goals & performance criteria, (9) measurable & controllable activities, (10) organizational structure, and (11) organizational systems & procedures (Kinicki & Williams, 2013, p. 236-137). Like stated before organizations
All Organisations posses a distinct form of culture with some having more than a single culture. This culture is usually very difficult to measure, change and most especially change.
* Culture is Negotiated. One person cannot create a culture alone. Employees must try to change the direction, the work environment, the way work is performed, or the manner in which decisions are made within the general norms of the workplace. Culture change is a process of give and take by all members of an organization. Formalizing strategic direction, systems development, and establishing measurements must be owned by the group responsible
The organization culture as a leadership concept has been identified as one of the many components that leaders can use to grow a dynamic organization. Leadership in organizations starts the culture formation process by imposing their assumptions and expectations on their followers. Once culture is established and accepted, they become a strong leadership tool to communicate the leader 's beliefs and values to organizational members, and especially new comers. When leaders promote ethical culture, they become successful in maintaining organizational growth, the good services demanded by the society, the ability to address problems before they become disasters and consequently are competitive against rivals. The leader 's success will depend to a large extent, on his knowledge and understanding of the organizational culture. The leader who understands his organizational culture and takes it seriously is capable of predicting the outcome of his decisions in preventing any anticipated consequences. What then is organizational culture? The concept of organizational culture has been defined from many perspectives in the literature. There is no one single definition for organizational culture. The topic of organizational culture has been studied from many perspectives and disciplines, such as anthropology, sociology, organizational behavior, and organizational leadership to name a few. Deal defines organizational culture as values,
Organisational culture describes the values, beliefs and behaviours which provide norms for the environment of an organisation (Anon., 2012). The culture of an organisation sets out to provide structure for employees within a business and often culture shows to be a strong factor in certain organisations. Edgar Schein, a culture theorist explains that the definition of organizational culture must be general otherwise factors may be eliminated which may contribute to culture within a business. (Anon., 2007). Culture impacts on the working procedures in which a business performs and effects the way in which the organisation is run on a daily basis.
Rhonda I totally agree with you, changing an organization’s culture is difficult and consuming. I work in a Military Service Academy that embraces culture into the fabric of the organization. Therefore, from where I sit change can only occur if you remove an entire generation and start from crash. This approach is of course impractical; no organization will clear out an entire force to start from scratch. Therefore in order for change to become apparent it “sticks when it becomes “the way we do things around here,” when it seeps into the bloodstream of the corporate body. Until new behaviors are rooted in social norms and shared values, they are subject to degradation as soon as the pressure for change is removed.” (Kotter, 2009) One
Within organizations, large and small, there exists a sense of identity among its members that separates it from other organizations. This sense of identity is known as organizational culture. All over, managers seek to influence and change this into something that can be beneficial for the organization. In his article, “The Six Levers for Managing Organizational Culture”, Professor David W. Young defines the different elements that can influence and change the culture within the organization and how the reader can use these “levers” to their advantage. While the author does present a decent explanation for changing the culture of an organization, he leaves many questions unanswered that leaves his argument incomplete.
Changing organizational culture is a teaching process, members of an organization teach each other about the association’s favorable values, beliefs, norms, expectations, and behaviors (Kreitner & Kinicki, 2013). The first mechanism Mr. Marchionne used for changing the organizational culture was formal statements. He stated that margins and quality needed to improvement. Mr. Marchionne also believed that they needed better control over pricing (Kreitner & Kinicki, 2013).
Within the field of management, the success and failure of the modern business organisation has been largely depicted by the intricate concept of culture. Organisational culture, a concept borrowed from borrowed mostly from anthropology typically is defined as a complex set of values, beliefs, assumptions and symbols that define the way in which an organisation conducts and manages its business (Barney 1986). Management is not just an act of change, but the responsibility for and control of a company or similar organisation (Willmott 1983). It is the management of organisational culture that merely drives the
In this paper I will discuss the effects and responsibilities leaders have on an organizational culture. I believe leaders have an enormous effect on the well-being of an organizational culture. Leaders must take an active role within their organization's culture. Whether positive or negative, in an organization, things tend to follow suit "down hill." A leader has the power and influence to maintain, create, or repair an organizational culture. However, this can prove to be a delicate and challenging task.
It is important to change various aspects of organization culture when trying to institute change in organizations (Kavita, 2005). The aspects that such changes should target include the balance of power in the organizations, the organization structure that supports the framework, leadership and management styles. Organizational history is also very critical, especially if it has a progressive track record success. However, if the culture despite the changes remains aligned to the organization goals and mission the employees will adopt it and embrace change.
Organisational culture refers to ‘the shared beliefs and values guiding the thinking and behavioural styles of members’ (Cooke and Rousseau, 1988, in Bratton 2010: 334), indicating that employees who accept the common values of an organisation and put great effort on commitments are likely to build up a strong culture to an organisation.
Organisational culture is a set of beliefs and values that effects the behaviour and thinking of organisation members and it can be a starting point for mobility or can create an obstacle to progress. Also, these are the basic areas of change and organisational evolution. (Hill & Gareth R Jones,
In an organization where there is a culture that has been developed through years, a culture of uncommitted individuals and selfish authorities, the harmony that is needed in accomplishing the organizational goals between the management and the rank-and-file employees cannot be attained. At this point, any person who wants to implement changes in the system for the better of the company can experience great stress and difficulty due to the resistance and developed attitudes of the members of the organization.
Existing culture can in times be very hard to continue with because of the change in the growth or in the strategic change in the organisation. At such appropriate web of culture is important to be identified or that can be a problem in the progress of the organisation. These identified elements will give organisation a bigger picture of what was going wrong and how can they change it towards betterment of the organisation.