How Can Change The Culture Of Organization?

To understand the organizational culture of a company, one needs to start by looking at the history. Lakeshore Learning Materials was born from a divorced mother of three named Ethelyn Kaplan, who took a dream and a chance by moving her family to California in 1954 to open a toy store. When she started noticing that teachers were interested in her material, Ethelyn realized that she needed to expand her business into educational materials. 60 years later, Lakeshore Learning Materials has grown into a company with over 2000 employees, 60 retail stores throughout the United States and growing. Lakeshore Learning Materials is currently headed by Ethelyn’s grandsons, Bo and Josh Kaplan. Under the supervision of Bo and Josh, Lakeshore continues to be a leader in the Educational Materials, yet still able to keep the family culture that their grandmother started. Highest quality customer service and hard work are the core values that shape Lakeshore’s Organizational Strategy. These high expectations aren’t hard for employees at Lakeshore because the company is so loved by everyone that works there, that they give nothing less than the best.

She and Kareem became friends and helped each other if they were struggling with performance issues (WCM 620 Final Project Case Study, 2017). Kathy knew about Kareem 's religious requirements and was aware of his

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.

The formal reporting lines refers to the communication between directors, managers, and those employees under them in the organizational structure while the informal reporting line refers to the communication that occurs between health care professionals in the course of the decision-making process, i.e. nurse to physician discussing a patient. Informal communication also can be peer to peer regarding conflict, policy, or safety issues. If a decision is made between the peers, the formal reporting line can be entered in with the peers taking the information up the chain to the managers and directors. Often informal reporting becomes formal reporting. In my organization our formal reporting line starts with the unit charge nurse, proceeding to the team coordinator, the director

Many companies reap the benefits of identifying, implementing, and managing culture change within their organizations. One of these companies is Aetna Health Care. Aetna is a company who suffered from poor performance as a result of negative organizational culture. The impact was costly to its reputation as well as its financial standing. However, a change in the organization 's culture proved to be an effective way to improve the company 's wellbeing. New leadership in this failing organization recognized the need for a change in culture and began implementing a new vision which resulted in cultural change with remarkable success. By recognizing the need and place for mission, vision, and

Organizational culture refers to a system of shared assumptions, values, and beliefs that show employees what is appropriate and inappropriate behavior.[1]

As a leader and a follower, I believe that in order to promote organizational culture change, three essentials should be kept in mind. First, culture change should be tied to organizational business goals and, going forward, be linked to key organizational strategies. Second, throughout the process, the use of feedback mechanisms provides information to evaluate what is working and what needs to be improved. Third, by communicating regular updates to management and employees about the progress and benefits of the organizational change initiative, Human Resource's can continue to keep the workforce engaged throughout the cultural

A range of authors (e.g. Gerard and Ellinor 2001; Isaacs 1993, 1999; Schein 1993; Senge 1995) suggest that dialogue can positively transform organizational cultures. Do you agree with this assessment? Why? Why not? Engage with relevant academic literature in developing your argument.

As a way to foster collaboration, employees can utilize their strengths to build others up and also learn from the areas in which others may be stronger. Fostering collaboration can be effective when the leader has aligned the goals of the company with the strengths present among the employees. Employees are able to understand how important their contribution to the organization is and they can trust the skills of their coworkers as well. In the long-term, employees become more present and valuable to an organization because they are active in working towards the visions and goals of the company. Relationships among employees also improve because a mutual respect for how everyone contributes overall is acknowledged. Creating an

When it comes to corporate culture, there would be no better example than Apple Computer as how change can take place based on the leadership of a single individual. This would be no other than Steven Paul Jobs, better known to the world of Steve Jobs. Mr. Jobs was worth slightly over million dollars at the age of 23. By the time he was 24 years old he was worth just over $10 million and by the time he reached the age of 25 was worth well over $100 million dollars. A staggering difference in just a three-year period (Denning, 2011).

Before the process of change of organizational culture can be initiated, the company must conduct a needs assessment to identify what aspects of the culture of the organization are lacking and thus need to be changed ADDIN EN.CITE Kotter1992648(J. Kotter, 1992)6486486Kotter, JohnCorporate Culture and Performance1992New YorkFree Press( HYPERLINK l "_ENREF_12" o "Kotter, 1992 #648" J. Kotter, 1992). This can be done through employee surveys, focus group discussions, interviews, observation, internal research, and customer surveys. After assessing these needs, the company must then address each need in its own unique way and then design a process of change that will address all aspects of the required change and cover all needs ADDIN EN.CITE Bate1994686(Bate, 1994)6866866Bate, Stuart P.Strategies for Cultural Change1994OxfordButterworth- Heinemann Ltd.( HYPERLINK l "_ENREF_2" o "Bate, 1994 #686" Bate, 1994). This paper looks at stage 1 and stage 4 of the Kotter process which are the most difficult to initiate in the company.

‘An organization’s culture comprises an interlocking set of goals, roles, processes, values, communications practices, attitudes and assumptions.’ (Denning, 2011) Organisational Culture is the way in which things are done and how employees react and behave around the workplace. A culture tends to follow traits under three main levels; Underlying Assumptions; Values and Artefacts – Physical Manifestations, Behavioral Manifestations and Verbal Manifestations- meaning not all organisations follow the same culture. If the organisation’s culture is to accept change

Culture impacts most aspects of organizational life, such as how decisions are made, who makes them, how rewards are distributed, who is promoted, how people are treated, how the organization responds to its environment, and so on. (Mullins , 2010) The right culture aids the execution of strategy, (Becher , 2012) lifts productivity and innovation, (Boedker, et al., 2012) and in doing so provides organizations with a form of competitive advantage which is very difficult to replicate. In corporation culture, there are also key elements such as beliefs, values and norms. This essay talks about evaluating thoroughly about components within organization culture and the management of the culture in hospitality perspective.

The culture of an organization is the key element to understand both internal and external environment. As we have sensed that cultural diversity is no longer a serious problem to be solved in business. Conversely, culture can provide a source of competitive advantage (Schneider and Barsoux, 2003). Under the influence of pop culture, people are supposed to pursue alike: using iphone or Samsung Galaxy, drinking Starbucks or Costa, and eating fast food in such brands of McDonald or KFC. This is the vision that international and social phenomenon, which runs deep and not easy to be replaced.

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.