Burke Litwin Model Essay

A code of conduct and a statement of formal statements describe and explain what an organization expects from its employees and a code of ethics generally consists of statements that serve as principles and basis for rules of conduct. Leaders and managers must be role models for organizational success. If employees see leaders and management demonstrating the organizational values then it adds to the commitment and credibility of leadership and reinforces the importance of the organization’s values which leads to employees who are more engaged and committed to the organization. Also turnover among employees tends to be lower and productivity tends to be high. On the other hand, if leadership demonstrates behavior that is inconsistent with the code of conduct then a negative message is sent to the employees. Therefore, employees may disengage and compromise company standards as seen in the

“Organisations need strong culture”. Consider this statement in relation to how we understand and make sense of culture in the post-bureaucratic era.

Change is an ongoing and never-ending process of organizational life. The intensity of organizational change can range from the nominal to the radical. As Clark, Gioia, Ketchen, and Thomas (2010) mentioned, three degrees of change intensity are distinguished according to the amount of

Organisational culture refers to the behaviours of people at work, their shared beliefs and values.  Schein (1992, p.12) describes this as a set pattern of assumptions that a team shares as they learn working together over a period of time. Organisations

There are many reasons that change can or must occur within and organization. The key will be in understanding the organization and the prospective change. According to Mangundjaya (2015) "there are many variables that can influence the success of organizational change, such as the content of the change, the process of the change, individual characteristics, leadership, external environment and organizational context" (p. 67). Organizational change has the potential to successfully align an organization with its goals or completely derail any future success and progress. It is important that the organization takes the proper steps to prepare for, implement, and evaluate change.

I and my employees will place integrity above all and will have strong moral principles, and will always display sincerity, truthfulness and be trustworthy in all that we do so that my nor my subordinate’s integrity will ever be questioned.

lead change initiatives which could lead to the change process to become challenging as there may be a

Lippitt’s Phases of Change is an extension of Lewin’s Three-Step Theory. The focus on Lippitt’s change theory is on the change agent rather than the change itself.

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

Introducing organisational change is often hard, the main reasons for that can be variation in perceptions of the employees, fear of disruption or failure and underlining the right approach to apply change. Then even if the change in a specific organisation is projected successfully there is still lot to be done to manage it in an appropriate way (Oakland, 2007).

Throughout every organization is an opportunity to introduce new change. Change can have a positive or negative impact on the surrounding environment, both internally and externally. Implementing a change requires adjustments to the status quo, sometimes leading to employees that are directly affected by the change to feel threatened. Change can also produce positive reactions, such as boosting morale, increasing profits, or decreasing costs. A new change in an environment must be carefully planned out, to ensure that the expected results are achieved while maintaining all other processes at an acceptable level.

From the issues raised in the section above, it can be seen that change is complex and there is not a single solution. However, a number of key areas of focus emerge.

Change is going in the organization. With the help of theories I can easily visualize

Internal changes may be triggered by organisational strategies: centralisation/ merger due to pressures of “economies of scale” for market-place competitiveness, which may lead to closures, redundancies, change in Job descriptions, re-training / re-skilling.

Change in such an organisation is complicated, as it is highly technical, and the focus in