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Organizational culture change

Strengths of a culture actually are found where the staff’s response is well coordinated and good to the organization’s value. In this situation culture usually help to improve the operations of the organization and smooth line the procedures of the organization. If the culture is strong the employees carry out their obligation as their area of interest without group thinking. Organizations require people who are ready to face the new and upcoming challenges and come up with procedures on how to overcome them.

Goffe and Jones say that these four quadrants are almost equal and no one is better than the other and however it only describes the shape of the organization in dealing with the obligations of the organization. However, a networked culture states that workers are friendly and this will make the organization achieve its goals. The operations of the firm have to be effective increase its profit. For example in the hospital of Brighton they experience the culture of networked after the reorganization.

The operations in the records department were improved and became effective where the employees were even comfortable with the kind of obligation done in the hospital. However, there also weaknesses in the culture and they are

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viewed by the organization as downfall and they can course mayhem in the company. For instance, when an organization experience fragmented type of culture, then it means that people are not friendly and they will in tern not coordinate well in the operations of the organization.

The employees are not interdependent and they usually take orders as they com from their seniors and no body can think of taking extra obligation for the benefit of the organization. This type of culture has been resulted from the employees who are poorly motivated in the work. For employees to achieve the best then it means that they must be fully motivated and rewarded for any extra effort noted. Organizational culture change There exist varies ways which describes the organizational culture change like Peter Senge’s fifth discipline.

Another way to approach these changes is through psychological approaches. Senge said that leadership will wholly affects the culture change but not the management. For instance, when you want to change the culture and develop the new aspects it is good to reflect on long term aim. There are six strategies to explain the culture change. The fist step is to prepare strategic vision where you will be required to keep in mind the shared values of the organization. They will help to come up with purpose and trend for the culture change.

The second step is to demonstrate top management loyalty to the firm. It is important to note that for culture to change it must therefore come or start from the top management and act as role model to the other workers down the line. This is because they are the ones who implement the changes and make sure every worker follows it. The other part is to mold the change at the superior level. In this case the management must indicate that the current culture is quite well and it needs the changes as well.

They also come up with the strategies to be followed and make the necessary adjustment. The fourth step is to adjust the business to prop up organizational change hence chooses and meet people who are newcomers and terminate unexpected behavior that can make the organization be rigid in its culture change. Finally come up with ethical and legal understanding. Changes can develop anxiety among the members as well as the organization interests which can pilot to ethical and legal tribulations.

By looking at all these stages then the organization will be able to understand well the change in the culture and hence come up with the possible solutions of the upcoming crisis. Conclusion By considering the culture of organization, the managing board will be able to enlist the most suitable character and which relate to the kind of work in place. They can as well be able to foresee likely catastrophe in the operation of the organization and the will use it as a device to guarantee the divisions work mutually.

The Brighton hospital was able to develop the strategies to follow in changing of the hospital’s operations. They had to change the records department and develop new structures as well as re-structuring the existing ones to cater for the big demand of the services. They had experience in the reformation of the management or staff in the records department and even employing more skilled personnel to huddle the up coming situation. Reference Dalkir, K. 2005. Knowledge Management in Theory and Practice. Jordan Hill, Oxford: Elsevier Inc

Parker, M. 2000. Organizational culture and identity, London: Sage Black, R. 2003. Organizational culture, London UK Thomas, G. 2005. Organizational development and change, Thomson South-Western, USA Kotter, J. 1992. Corporate culture and performance, Free press Charles, W. 2001. Strategic management, Houghton, Mifflin Stephen, J. 2003. Entrepreneurial Organizational Culture, Washington, DC Handy, C. 1985. Understanding Organizations, Harmondsworth, Penguin Books Standing, B. 1933. Land of spotted eagle, Houghton-Mifflin, Boston

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