Term Paper: Achieving Organizational Change

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Achieving Organizational Change

The concept of culture: What is it and how do we measure it?

An extensive all-round consensus is existent regarding the broad description of organizational culture and majority of the survey describe culture as: a collection of cognitions shared by members of a social component, or more wholly: a system of common values and way of life which generates models of behavior and sets up an organizational mode of life. The second description is vital as it identifies that culture build up can be vaguely comprehended to address with main beliefs and values, or otherwise as norms and models of behavior and customs. (Measuring Core Dimensions of Organizational Culture: A Review of Research and Development of a New Instrument) Fundamentally, organizational behavior is the individuality of the organization. Culture encompasses the suppositions, values, norms and physical signs of organization members and their behaviors. Members of an organization very quickly are able to experience the distinctive culture of the organization. Culture is among those expressions, which is complicated to articulate in an unambiguous manner; however everybody is aware of it while they experience it. For instance, the culture of a big, commercial corporation is rather diverse compared to a hospital which in turn is rather different compared to a university.

Culture of an organization is discernible by observing the display of furniture, what the show off goes on, the attire of the members etc. akin to what you can apply to obtain a feeling regarding the individuality of somebody. Corporate culture can be viewed as a system. Contribution comprises of feedback from viz. society, occupations, laws; tales, morals on competition or service and so on. The procedure is founded on our assumptions, ideals and models viz. our ideals regarding money, time, amenities, freedom and individuals. Outputs or influences of our culture are viz. organizational conducts, technical know-how, policies, image, products, services, manifestation and the like. The idea of culture is specifically vital while trying to handle modification throughout the organization. (Organizational Culture)

Professionals are appreciating that regardless of the most optimally carried plans, organizational change should comprise not just altering structures and approaches, but transforming the corporate culture too. A lot of writing has been produced since the previous decade regarding the idea of organizational culture- specifically in respect to understanding the manner in which to transform organizational culture. Organizational change attempts are gossiped to be unsuccessful on most of the occasions. Generally, this letdown is attributed to the dearth of appreciation regarding the ardent responsibility of culture and the functions it discharges within organizations. That is one of the causes for which a lot of strategic planners presently accord such importance in recognizing strategic values while they accomplish duty and vision. (Organizational Culture)

Even though the notion of 'culture clash' has been popularly deliberated and writing appeared in the framework of mergers and takeovers, in the writing there is no mention regarding the manner in which to experimentally gauge the happening. Considering the problems connected with developing and experimenting with such a calculation - particularly having access to adequate quantities of enterprises which have newly been a part of merger -it is not astonishing to notice that sparsely anything has been accomplished. (Measuring organizational culture clashes: A two-nation post-hoc analysis of a cultural compatibility index) but the organizational culture can be gauged through the use of some tools stated below. Organizational Culture Assessment Instrument - OCAI is extremely efficient in finding out the extent to which an organization culture backs it mission and objectives, and in recognizing important components in the culture that might thwart the total attainment of its mission and objectives. Moreover, it is extremely helpful at the time when an organization is intentionally looking for renaming itself and its culture, and looks for recognizing cultural elements that give an optimal support and those which hamper its endeavors towards change. Expressions of the survey are very apparent, and can be employed as the origin for observations and interviews. (Measures of Organizational Culture)

The Organizational Culture Inventory - OCI is the most extensively used and meticulously researched instrument for gauging organizational culture in the universe. Created by Dr. Robert a. Cooke and Dr. J. Clayton Lafferty, the OCI gives an an evaluation of an organization's working culture as regards of the behavior which the members think are needed to "match and fulfill expectations" inside their organizations. (Organizational Culture Inventory (OCI)) the Organizational Culture Profile -- OCP was developed by O'Reilly, Chatman, and Caldwell to measure matching of the person with that of the organization. Respondents who are well-known with the organization are handed out cards containing 54 statements showing individual and/or organizational values and enquired to rearrange them in each of nine types, basing on the extent to which the statements are typical of the organization studied. One more assessment tool is present known as the Organizational Culture Survey - OCS which is a consistent survey questionnaire and in which an individual is capable of adding a triangulation method by the use of the OCS through dependably coded interviews together with the survey. These occasion interviews aid to infer the set the outcomes of the statistical analyses in perspective. (Measures of Organizational Culture)

2. Determine whether there is an 'ideal' culture that companies should aspire to.

The present age organizations, featured by swiftly changing settings and internal personnel diversity, require a powerful organizational culture. However, that is less insidious as regards recommending specific standards and behavior models which might have been present in the earlier years. (Chapter 11: Organizational Culture) Ideal organizational cultures are obviously integrating and this powerfully draws to management's apprehension with showing a reflection of the organization as community of interests. Maybe most significantly ideal culture infiltrates to the core of the organization.-it is nearly similar with the idea of personality in connection with the individual and this delicate sense of what an organization is - its tasks, central principles appears to be an essential wealth of the company. Organizational culture aids to solve the impasse of bureaucracy, official processes are required for the reliability of the business; however they also strangle freedom and ingenuity. The capability of companies to be culturally pioneering in ideal organizational culture is connected to leadership and management at the highest level should shoulder the responsibility for developing powerful cultures. It is the leaders who build the social genuineness of the organization, they mould ideals and address to the performance and vision of the organization. (Chapter 15: Organizational Culture)

Ideal organization cultures which the companies must have the ambition must have: Authorized individuals and cross-functional communications; candid, sincere, and continual communication; Long-standing, eminence, service and quality; Customer focused, externally concentrated; "Can-perform" will; Personal responsibility; Espousing fresh ideas; novelty, originality, new launches and adjustable, adaptable, and quick in reflexes; is inventive; moral; is superlatively performing; is able to educate himself from its performances and is sufficiently quick to shift ways. (Corporate Culture and Document Design Strategy: Will the culture of your organization help...or hinder...your success?) (Championing and Managing Diversity at Ortho Biotech, Inc.)

3. Outline how a problematic culture can be changed for the better.

The most often rationale results in disappointment of the majority of planned organizational modifications was a disregard of the organization's culture. Up to 75% of reengineering, Total Quality Management, strategic planning and downscaling endeavors have been unsuccessful completely or have made problems very severe that the existence of the organization was in jeopardy. (Diagnosing and Changing Organizational Culture: Based on the Competing Values Framework) a pessimistic culture comes to be deadly, proving fatal to the organization and thwarting any future possibility for growth. Perceptibly, a foreseeable link is present connecting the organizational culture and degree of achievement it enjoys. An optimistic organizational culture strengthens the main principles and behaviors which a leader wants to achieve while waning the values and activities the leader discards. The culture of any organization is prepared and influenced by a lot of variables.

The most evident variable constitutes the 'leader' of the organization irrespective the leader being a parent, CEO, minister, or principal. Every thing originates from the apex. The principles of the leader of any organization are echoed in the culture of the organization. The next variable is the impact of the members of the organization - who have assembled to fulfill its objectives. Members possess a vital influence on the organization's culture. In the views of Kaufman, "An organization is just as good as its people." These initial two variables impact from "within" and hence are attributed to as internal cultural variables. Finally, external variables are also present. The culture of an organization can be impacted by cultures from "without." This impact arrives from the setting. For example, industry and government systems have a potential to influence the organization's internal culture. Even though the influence of the external variables might not be observed or experienced directly, they are vital to the appreciation of organizational culture and must not be overlooked. (Transformation within Organizational Culture: The Gap between… [END OF PREVIEW]

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