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Organizational culture refers to the customs and rights that an organization uses. Proficient managers must work from an anthropological model. Different organizations have different cultures but despite this difference, four forms of standard culture apply to various organizations.
Characteristics and traits of the four different culture types.
There are four types of culture discussed from the lecture namely: traditional, challenging, asynchronous and open types of organizational culture all of which seem to possess different characteristics. For instance, the traditional culture takes the form of a hierarchical system where decision making is based on the person who occupies the topmost niche in the organization. The culture of this kind is used by large organizations. However, it is a weak method as it does not contribute to effectiveness in the organization. The second one is the consensus-driven culture. This form of culture involves managing the organization from a centrifugal perspective and in a consensus way. It is a complicated form of culture and thus it is referred to as challenging culture. The third is a profit driven culture which bases on profits mostly to shape the organization. It applies to private organizations, and it is a better approach to improving innovation. The futurist culture as another type of organizational culture focuses on entrepreneurial characteristics which are flexible, chaotic and high levels of innovativeness.
Besides the mentioned organizational cultures, there are other types of organizational culture such as person culture where individuals in the company are given opportunities to improve their skills while working with an expert. There is role culture which involves spreading tasks to individuals within the organization to avoid duplication. This culture may, however, be unsuitable for organizations with a small number of employees with numerous tasks that exceed the number of the employees available. The last form of culture is that of bureaucratic culture also referred to as backward culture. Organizations with this type of culture do not embrace the change of any kind, they do not like taking risks and are less adaptable. With every business aiming at the futurist culture, this type of culture has minimum applications within a business organization (“Organizational Culture”, n.d.)
Organizational changes implications
Changes in the organization improve flexibility, maintains effectiveness through adjusting behavior, the routines of work and habits to meet a given goal. Change is always seen as the best way to balance situations despite the conflicting demands that may arise (Troyani, 2014). It once happened to me that my institution of higher learning was making a huge IT system on its main campus. The change was inevitable and since it was massive individuals involved as the students, staff and other employees were prompted to upgrade the systems they use to change everything automatically. After the transition, the organization culture shifted to role culture where every employee was assigned specific role to avoid confusion and other related work problems. This was a benefit to the organization, but on my side, I had to endure going through many channels and departments in the pursuit to seek services unlike initially where everything used to be under one roof.
In the entire life of an organization, it is true to say that change should be inevitable and pervasive (“Vision and the Management of Change,” 2001). According to me, I tend to think that the pervasiveness required for a change to be implemented calls for a process leading to the notion that change is a process. In fact, change is what we adapt internally in response to the environmental alterations. So it means that the leadership and management actions we take to change the organization are as a result of our influences. Therefore, as a wise leader, I would, first of all, deploy network sensors that would form the sources of information to be used during change implementation. Then I would select the type of change that is needed for the organization on the basis of revolutionary and evolutionary changes. Gradually I would follow the series of steps required and then alert the organization as I communicate the vision and the sense of urgency.
Resistance to change
In the process of change implementation, however, there may arise resistance from various forms that may end up impeding change. From one perspective, change may be deterred by the style and behavior of the leaders in the organization. Lack of proper information channel could be another reason for change resistance especially where the lowly ranked workers are clueless of the new change. Additionally, when change comes so sudden when no one had prepared psychologically and physically for it then there are high chances that it will meet resistance and therefore as I had mentioned earlier on that change is a process so is the acceptance.
Personal response to change.
I never used to understand why some people accept change easily while others experience great difficulty in change. According to me, I would say that response to change differs from one individual to the other. Like in my case, for instance, I can say that change is a step that is meant to ensure the success of the organization, and, therefore, I would respond to it wholeheartedly expecting to benefit from its implementation. Although at the initial stages of implementation there may be hindrances, in the long run through resilience all would run smoothly.
Managing change resistance.
Not every decision is welcomed happily by everyone. The question that arises is how to manage the change resistance. Graziadio in his series of articles states that resistance to change can better be managed if the leader examines the logical consistency of the feasibility that exists between the in strategy and the entire organization (as cited in “Managing Resistance to Change | Graziadio Business Review | Graziadio School of Business and Management | Pepperdine University”, 2005). As a leader, therefore, I would emulate this method and focus on it from the human behavior perspective. Moreover, I would employ occasional scrutiny of the change progress in response to its impact on the activities welfare.
Conclusively, organizational culture is what gears and propels an organization towards success. With the changes in the environmental business regarding technology advancements, there is need to restrategize the culture and adopt one culture that would move you to the next niche like for instance the futurist culture. Above all, every leader should work hard to implement change in a way that does not hurt anyone psychologically or physically thereby creating mutual benefit.
Managing Resistance to Change | Graziadio Business Review | Graziadio School of Business and Management | Pepperdine University. (2005). Gbr.pepperdine.edu. Retrieved 7 March 2016, from http://gbr.pepperdine.edu/2010/08/managing-resistance-to-change/
Organizational Culture. Learnmanagement2.com. Retrieved 7 March 2016, from http://www.learnmanagement2.com/culture.htm
Troyani, L. (2014). 3 Examples of Organizational Change and Why They Got It Right. Tinypulse.com. Retrieved 7 March 2016, from https://www.tinypulse.com/blog/3-examples-of-organizational-change-and-why-they-got-it-right
Vision and the Management of Change. (2001). Au.af.mil. Retrieved 7 March 2016, from http://www.au.af.mil/au/awc/awcgate/ndu/strat-ldr-dm/pt4ch19.html