Discuss about the Organisational Culture and responses to Overcoming Resistance to Change.
The concept of organisational culture involves a system of values, beliefs as well as shared assumptions. These values which are shared have a strong impact or influence on the individuals in the organisation as well as help to determine the way in which people perform their jobs as also the ways in which they dress and behave. The organizational culture helps an individual gain an insight into the insides of the particular organisation.
The key to maintain a successful position in the global market is to meet the changing needs and modify the culture accordingly. According to the area of operation of a particular organisation it needs to work and allow the changes to its culture. It is quite obvious that the culture in an organisation will be based on the area in which it operates. Every organisation is bound to have its own unique characteristic as well as personality traits. In other words it can be said that the unique personality of any particular organisation is the culture of that particular organisation (Mazzucato & Perez, 2014).
There are several characteristics of organisational culture. The range of these characteristics is varied and can be said to vary from high to low. Their impact on the organisation is also varied.
Innovation: Those particular companies whose cultures place high value on innovation encourage their employees in taking risks and as well ask them to innovate in their jobs as well as their performance. In case of companies where innovation is not encouraged, employees and workers are required to perform their jobs in the same way in which they have been trained to do them. Ways of improving their performance are not mentioned (Nordin et al., 2012).
Attention to detail: Characteristics of organisational culture determines the degree to which the organisation’s employees are required to be accurate in their job (Waddell et al. 2013). In case of organisational culture that focuses on detail the workers are expected to do their work with precision as well as accuracy. Organisations that do not focus on precision do not ask their employees for precision (Vaara et al., 2012).
Emphasis on outcome: Several organisational cultures involve the focus solely on the outcome or the output of the organisation. Very less importance is given to the nature in which the outputs are achieved. The value and value creation of the organisation is given sole importance. In case of organisations which pressurize there sales executives to get sales orders irrespective of any scenario, it an be said that the sole emphasis is on the outcome characteristic (Newman, 2012).
Emphasis on the people: There are certain companies which give a high importance to the people and the impact of decisions on the people. For this reason huge importance is given to the decisions taken by the stalwarts in the organisation and the way in which it impacts the people.
Teamwork: There are certain organisations that focus on the team work and the way the employees work together effectively. Teamwork is given a high priority in terms of organisational culture. In case of the companies, there is a positive and fruitful relationship between the employees and the managers.
Aggressiveness: This nature of organisational culture helps to ascertain whether the members of the group in a particular organisation are required to be easygoing or assertive in the way they deal with their sole competitors in the marketplace. Companies having an aggressive culture place importance in the outperforming and competitive attitude of the company.
Stability: This is an existent as well as important type of organisational culture in which the value is given on stability. These types of companies are more or less predictable, rule-oriented as well as bureaucratic in nature. Consistent and mostly predictable outcomes are provided by these companies (Mitchell, 2013).
There may be both positive as well as negative extremes to organisational culture. In a positive aspect it acts as an emotional energizer. However in worst situations, it harms the productivity and performance of the organisation.
Organisational culture can also be referred to as a form of adhesive that binds the entire operations of the organisation. It also helps to understand an organisation inside-out. It can also be said that organisational culture is its immune system (Huhtala et al., 2013).
There may be certain external as well as internal organisational forces which impact a particular organisational culture.
The resistance to change in an organisational culture is that instance when the employees of the organisation resist change when they sense the arrival of change and try to stop or resist it as they fear their position and do not want to jeopardize it.
There are several reasons which might influence the employees of a particular organisation to resist the changes. The most important reason is the lack of communication. This is due to the fact that in many case the authorities responsible for taking decisions in a particular organisation may take important decisions involving change without informing the employees and this may lead to resistance of change by the employees. Sometimes the employees or the workers of the organisation are not consulted at all while taking decisions involving change in a particular company which might dissatisfy them and it is possible that they might resist change (Hayes, 2014).
In some cases, several misunderstandings exist about the need for employing change in a particular organisation. Employees feel that there is not much need for change in an organisation. Some employees feel that the concept of change and its implementation is extremely fickle and there is a possibility of it being a temporary fad which might change or vanish as time passes. Errors or poor nature of communication may also lead to resistance faced from employees of an organisation. Untold changes in the routines may lead to anger within the employee circle and this may cause them to resist change. In several cases as well exhaustion or saturation may lead to resistance by the employees. In several cases employees fall prey to errors of their own thought processes (Carlström & Ekman, 2012).
They also feel that the risks faced in comparison to the benefits are more in number. It is also common notion that the company does not have the ability to implement the change. Mostly they feel that the changes which are implemented are bound to fail and the decisions will prove to be wrong. The proper management of change is not handled by the authorities. In some cases it is also believed that the changes are inconsistent with the values of the organisation. In severe cases even the trust on the authorities is shaken (Cadden, Marshall & Cao, 2013).
It is the nature of every individual to desire safety. More so in case of individuals of huge organisations where the ball game changes every single day, implementation of change is not well accepted. Fear of the unknown is also a huge factor which influences the resistance to change. Absence of good incentives as well as rewards might also lead to anger amongst the employees and this might lead to resistance on their part. It can be said that if an organisation wants to prosper it has to take its employees along. In order to ensure this the organisation has to stop the resistance to change which is common amongst the employees. There are several ways in which the employee resistance can be stopped.
Employees need to be updated about the changes that the company aims to implement. Regular updates should be provided to the employees at team meetings and other seminars.
New business strategies should be made known to each team of employees in the organisation. Everyone present in the organisation needs to understand the strategies of the company and only then will they contribute positively towards the benefit of the organisation. One member form each team should always be present at meetings and occasions of strategic discussions. These members should be the most expressive as well as vocal. Important and efficient persons should be present to help in the management of planning as well as implementation. Small and team wise goals should be created for the teams in the organisation (Grant, 2014).
Finally successful implementation should be tied to compensatory benefits. Performance reports should be regulated and rewards and recognition should be given to individuals who perform these goals.
There are several external and internal factors that implement the requirement for change in any organisation. The successful removal of negative impacts on a particular organisation leads to a better brand image. These might include both internal as well as external competition, failure to achieve goals, changes in the needs of the organisations’ target customers and many more. Finally it can be concluded that a company needs to understand the goals as well as the impact of the organisational change and lead to its successful management.
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