Culture and Change
The culture of organizations holds an important role in the progression and processes going on a daily basis. Change management is one of the most difficult processes that an organization goes through for its complete implementation. The culture in an organization can be evolved on the basis of different factors. If the organization wants to change its culture then it does not mean that it will start with an idea because the culture of an organization is associated with issues the business will be facing at that time. The cultural change must be implemented before a thorough analysis of existing culture like if the culture is same across all the departments of the culture.
If there is the difference between the cultures of different departments then what impacts it will be having on overall business. If those impacts are beneficial do we need to change that difference? It is also important to find out that if the culture of an organization is good enough that it can take the organization forward, if not then at what point’s changes are required in the culture of the organization. It is quite affecting when considering the change in culture, it is because the employees of the organization are the most reluctant to adopting change. They are habitat for routine work and skills they have acquired for working over the existing culture.
I believe that cultural change in an organization is a long process that should start with the higher management and it should trickle down to the lower level. The managers can play a vital role in convincing employees that how the cultural change will have a positive effect on their performance and productivity. The important factor for this cultural change is that is must be aligned with the core values and business processes. If the core values are not met with the new culture then there will be no use for this whole process of cultural change. The cultural change does not come with the efforts of one individual only; it is a teamwork.
Creating a Built-to-Change Organization
The abruptly changing phases of business industries and customers demands require the organizations to change as well so that they could meet the customers’ expectations. It is only possible when an organization will be agile enough to adopt the changes to compete in the market and stay ahead as well. If the organizations are reluctant to change the changing market then they will not be able to stay in competition for longer; Nokia has been an example of such an organization. It is not necessary that if the company fails for doing something wrong; companies also fail when they do not change with the changing time.
The need of time is to create an organization that is agile enough to accept changes and keeps its processes continued as well. The important things that can play a role in the creation of such an organization are managing talent, reward system, organizational structure and information systems. In managing talent it is required that when hiring employees it must be noticed that if the employees are quick learners and believe in changing with time. If the company fails to hire such employees then agility will be only a dream resulting in devastation. Treating employees on the basis of seniority can also be the hinge in the way of adopting agility. The employees should be treated on reward system based on their contribution to the change management and interaction with the outer market that could help in adopting changes.
The structure of organization must be formed in a way that the employees are in contact with the outer market so that they could get to know about upcoming changes in the market. It could help in defining competitive advantage for the organization even for short time. Lastly, the information and database of the organization must be available all the time and the organization must appreciate shared leadership. It will help the employees and leadership to access information at the real time and take certain decisions without the consent of leadership. Following these practices can form the formation of an organization that is built to change.
Edward E. Lawler, I. C. (2006). Creating a Built-to-Change Organization. In I. C. Edward E. Lawler, Built to Change: How to Achieve Sustained Organizational Effectiveness (pp. 293-311). Jerry Porras.
GREEN, E. C. (2015). Culture and Change. In E. C. GREEN, Making Sense of Change Management (pp. 297-334). Paperback.