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Organizational culture refers to the manner in which an organization generally conducts its operations on a day-to-day basis. The performance and success of an organization is largely determined by the culture it adopts. It is through the culture that an organization gets to practice its values. It is also the culture that enables the organization to concentrate the efforts of its employees towards the realization of its goals and objectives. Often, the culture is informed by organizational goals, strategies, and operation methods. To this effect, different organizations have different cultures. However, in spite of this difference, there are generally four types of culture as practiced by different organizations.
Characteristics and Traits of the Four Different Culture Types
There are four types of culture: traditional, challenging, asynchronous, and open cultures. Each of these cultures has its unique characteristics. For instance, the traditional culture takes the form of a hierarchical system where decision-making is purely based on hierarchy. In this culture, the highest ranked people get to make the most important decisions in an organization. It is majorly used by large organizations. However, it is weak as it does not significantly contribute to organizational effectiveness. The second one is the consensus-driven culture. This type of culture involves managing the organization from a centrifugal perspective and in a consensual 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 focuses on profits mostly to drive the organization forward. It is mostly used by private organizations, and it is a better approach towards improving innovation. The futurist culture, another organizational culture type, focuses on entrepreneurial characteristics and is based on flexibility and high levels of innovativeness.
Besides the mentioned organizational cultures, there are such other types of organizational culture as person culture whereby individuals in a company are given opportunities to improve their skills while working with an expert. There is also 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 may overwhelm the number of employees available. Another culture type is bureaucratic culture, also referred to as backward culture. Organizations with this type of culture do not embrace change of any kind neither do they like taking risks (“Organizational Culture,” n.d.). For any business aiming at the futurist culture, bureaucracy has minimum applications within a business environment.
Organizational Change Implications
Changes in an organization improve flexibility and maintain effectiveness through adjustment of behavior, work routines, and habits. 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 installing a huge IT system on its main campus. The change was inevitable and since it was massive, individuals involved such as students, staff, and other employees were prompted to upgrade the systems they were using to change everything automatically. After the transition, the organization culture shifted to role culture where every employee was assigned specific roles in order to avoid confusion and other work-related problems. This was beneficial to the organization. However, on my side, I had to endure going through many channels and departments as I sought for services unlike initially where everything used to be under one roof.
In the entire life of an organization, change is both inevitable and pervasive. This pervasiveness calls for a process and this means that change is indeed a process (“Vision and the Management of Change,” 2001). In fact, change is what we adapt internally in response to environmental alterations. So it means that the leadership and management actions we take to change our organizations 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, there may arise resistance of various forms that may end up impeding the change. From one perspective, change may be deterred by the style and behavior of the leaders in an organization. Lack of proper communication 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 ,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 accepting change. According to me, I would say that response to change differs from one individual to another. Like in my case, for instance, I can say that change is a step that is meant to ensure the success of an organization. In this respect, I would respond to it wholeheartedly expecting to benefit from its implementation. Even though at the initial stages of implementation there may be hindrances, in the long run all would run smoothly through resilience.
Managing Change Resistance
Not every change decision is welcomed happily by everyone. The question that arises is how to manage the change resistance. Noteworthy, 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 (“Managing Resistance to Change,” 2005). As a leader therefore, I would utilize this method and focus on it from the human behavior perspective. I would additionally employ occasional scrutiny of the change progress in response to its impact on organizational activities and employee welfare.
Organizational culture is what gears and propels an organization towards success. With the changes in the business environment regarding technology advancements, there is need to re-strategize and adopt cultures that may move organizations to the next level. Above all, every leader should work hard to implement changes in a way that does not hurt anyone psychologically or physically and thereby create mutual benefit.
Managing Resistance to Change. (2005). In Graziadio Business Review. Retrieved June 1, 2020 from https://gbr.pepperdine.edu/2010/08/managing-resistance-to-change/
Organizational Culture. (n.d.). In Learnmanagement2.com. Retrieved June 1, 2020 from http://www.learnmanagement2.com/culture.htm
Troyani, L. (2014). “3 Examples of organizational change and why they got it right”. Tinypulse.com. Retrieved June 1, 2020 from https://www.tinypulse.com/blog/3-examples-of-organizational-change-and-why-they-got-it-right
Vision and the Management of Change. (2001). In Au.af.mil. Retrieved June 1, 2020 from http://www.au.af.mil/au/awc/awcgate/ndu/strat-ldr-dm/pt4ch19.html