Bringing a Change in Organizational Culture Essay Example for Free

Bringing a Change in Organizational Culture Essay Critically explain why changing organisational culture is so difficult and how managers can do it. Culture can be defined as â€Å"a set of basic tacit assumptions about how the world is and ought to be that a group of people share and that determines their perceptions, thoughts, feelings, and, to some degree, their overt behaviour† (Schein, 1996). Organizational culture is depend on differences in norms and shared values which are learned in workplace and to direct behaviour of members in the particular organisation. Cabrera, Cabrera Barajas 2001) Organisational culture was built on its shared beliefs and values which was the guidance to solve problems. This essay will introduce the definition of organisational culture and explain why changing organisational culture is so difficult. The main reasons are the fear of uncertain future and difficult to establish the organisational culture. In addition, the essay is to interpret how managers can change organisational culture and how does it work. Managers can change organisational culture through communication and management strategies. This essay may introduce the detail about changing organisational culture. Most scholars think that changing organisational culture is difficult; however a few people think it is easy to change organisational culture. As Chu (2003) stated that organizational culture is contributed to change. In his opinion, organisational culture can collect different values and actions to form a frame to guide the behaviour of members within an organisation. In other words, organisational culture can shape what employees do in the company and control tendency of company. For example, a company may have employees who are unwilling to change and who are conductive to change, if managers recruit staff that are innovated and willing to change, they may be the new power to change organisational culture. Therefore, to form a â€Å"change† culture can make changing organisational culture easier. However, it is also difficult to establish an organisational culture. It is need to experience a long time and face lots of difficult and challenges. According to levels of cultural analysis (Wood 2004), it shows how difficult to form the organisational culture, especially the deepest level of cultural analysis: common assumption. Common assumptions are to collect truths that organisational employees shares as a result of their common experiences and that direct beliefs and behaviours. It is extremely hard to isolate these modes, but it is interpret why culture is full of organisational life. It is hard to shape common assumptions if members of the organisation do not experience same ups and downs or cooperate long time. As Ferrara-Love (1997) stated that organizational culture does not appear in a night. On the contrary, organisational culture evolves during the time, and is the collective beliefs of individuals who worked together. Therefore, it is hard to establish organisational culture, to say nothing of changing organisational culture. At the same time, it is debatable to recruit plenty employees when the company want to change organisational culture. The new power is unstable to the company. It is hard for managers to control the new employees and it still need to cost much time. To conclude, it is difficult to change organisational culture. Organisational culture plays an ineradicable role to different kinds of organisational behaviours and members within organisations. Thus, it is always failure if certain problems of organisational culture were not being considered. Moreover, if managers want to change organisational culture which focuses on shared values or beliefs, it will be more difficult; because on the deepest of organisational culture, it formed invisible and omnipresent old guard or power which makes organisational change failure. As Locus and Kline (2008) stated that organizations always appear â€Å"learning disability† and â€Å"defensive routines† which obstruct the learning and organizational change. It shows the strong of conservative power. When managers try to change the organizational culture, they always face opposition. What was worse, the conservative power always important to the organisation. They make huge contribution to the company, which used to promote the development of company. Therefore, they play an important role to organisation. It is difficult for managers to challenge their authority. Moreover, the reason people do not want to change is the nature of people. People are easy to be used to do one thing and do not want to accept new thing. They are afraid of the unknown thing after change. As Ferrara-Love (1997) stated that people are comfortable with exist ways to finish the work. In their opinion, change is just the threat to their peaceful. Thus, they do not want to change organisational culture and dispute to change. It is obvious that changing organisational culture is so difficult. Leadership is the key to change organisational culture. The achievements of an organisation mostly depend on the leadership of managers. As Fishman and Kavanaugh (1989) stated that the culture of an organization and how employees want to change was formed substantially by leader. For example, if managers uphold to change organisational culture steady and have enough ability to direct staff, it will achieve maximum results with little effort to change organisational culture. Thus, managers are the guidance of the company; they are main factor to change organisational culture. Clement (1994) also expounded that management leadership is basic factor in a major organisational change effort. From this, it can be seen that the importance of leadership in change organisational culture. However, it is hard to change managers. If managers are not satisfied with their employees, employees can be changed, but managers will not changed unless the company go bankrupt. Thus, the most difficult to change organisational culture is to change the mind of managers. For instance, if managers make no attempt to make progress and milk-toast, it will be the most resistance to change organisational change. For this reason, the best way to change is from up to bottom. At the same time, change the mind and ability of leader is the difficult demand for changing organisational culture. To change organisational culture, managers have lot of things to do it. The role of managers is very important through up down system. As Ott (1989) suggested that the leader can do lots of things included staff selection, socialization, removal of deviating members, cultural communication and role model to guide behaviour. For example, managers can choose employees who will support to change organisational culture. Although it will not change the situation directly, they can be the power push the step of changing organisational culture. In the same way, managers can fire part of staff who opposes to change. It is not only reducing resistance to change organisational culture, but also overawe the opponent to change their minds. Furthermore, managers need to be the role model to change organisational culture. The behaviour of managers can be the maximum power to guide behaviour of managers. For example, when managers try to change organisational culture but not to do anything to change it, employees will not follow managers with any anxiety. To sum up, it is important to be the role model of changing organisational culture for managers. Furthermore, communication is an important tool for managers to change organisational culture. According to Fry (2003), he examined that leadership as motivation to change; managers need to communicate with employees about their feelings. In other words, managers should get in touch with employees and let them know core values of changing organisational culture and the need of changing organisational culture. The employees may understand the determination of managers and why to change organisational culture. Then, they can have their decision about changing organisational culture. In this way, it can reduce the distance between managers and employees, and let employees think they are also the participants to change organisational culture, they are not insignificant. When employees think they are the part of changing organisational culture, they will follow managers and try their best to help managers. At the same time, managers communicate with employees also can understand what employees think about and then do well about interactive. In addition, it can reduce the fear of employees about unknown future. As Kanter, Stein and Jick (1992) stated that communication is basic tool within any change process and failure to change always because of the feeling uncertain and anxious about their future. Thus, communication is very significant for managers to change organizational culture. In addition, to help employees to change organisational culture, managers need to teach them related skills and knowledge to work differently. As Ke and Wei (2007) suggested that employees thought to learn skills and knowledge as their main responsibility. Thus, employees may accept skills and knowledge easier than accept directly new culture. When they understand how to do, it may easy for them to accept to change organisational culture. At the same time, it is also the good way to remove their fear to uncertain future. When they master relevant skills and knowledge, they will be confident to deal with change of organisational culture. In this way, they will not fight against to change organisational culture as before. Then they can be the power help to change organisational culture. The most important things to change organisational culture are to change origin perception and beliefs. According to the definition of organisational culture, if managers want to change organisational culture, they must change shared values. The same as Whitely (1995) said that, managers need to be able to help employees to remove the past values which are not consistent with current shared vision of future organizational arrangements. The shared values and beliefs are keys of the organisational culture. Thus, managers need to change origin values of employees to change organisational culture. For example, managers can change new uniform to show the new the new appearance of company. According to Wood (2006), managers can create processes, systems and ways of working that enable to put the new values into practice. The new values can take place of the past one. In addition, managers can recruit and select new employees to help change origin values. As Harris and Metallinos (2002) stated that new employees were outside the company who did not affect by origin organizational culture, thus they were easy to accept new culture. That is why managers to select new employees to enlarge the power to change organizational culture. The new values and beliefs can be brought into the company in this way. In the same way, managers can retrain employees and engraft new rules to them, although it will not have better effect than new employees, it also can help to change organizational culture. In a word, managers need to create new values and beliefs to substitute origin one. Technology change also can promote to change organisational change. Although Weick (1990) thought technology change may make people anxiety about the values of new technology to their work, the new technology is the progress to organisational culture. There is no doubt technology change may improve work efficiency which may improve organisational culture. As Harris and Metallinos (2002) suggested that the application of new technology and subsequent development of system would promote standardization. The implementation of new technology can make employees understand new things which break routine. It also can be the sally port to open the mind of employees, let them know advantages of changing. When they can accept technology change, it is easy for them to support to change organisational change. Thus, managers can first bring in advanced technology to improve organisational change. Then teaching them to learn about it and establish new values in this process. This essay introduces what are the organisational culture and two main parts of organisational culture, the reason why changing organisational culture is difficult and how managers do to change it. This essay support to change organisational culture is so difficult because of the fear of unknown and difficult process to form organisational culture.

Age Of Discovery Essay -- essays research papers

What were the Effects of the Age of Discovery?   Ã‚  Ã‚  Ã‚  Ã‚  The Age of Exploration was a time of struggle and wealth for many European countries. The pursuit of a trade route to the Far East led many countries across the ocean, looking for the great spice cities that were rumored by Marco Polo. These countries knew that whoever found the shortest or best route would become rich, very quickly. Explorers from many European countries embarked on journeys that not even they had any clue where they were going. This search for the Far East led to many discoveries that would otherwise have never been found.   Ã‚  Ã‚  Ã‚  Ã‚  Christopher Columbus may have been one of the most influential people ever to live. His pursuit of the spice trade routes led him to a completely new continent. While he first thought it was Asia, later explorers found it to be a new continent. It was very likely that someone other than Columbus would have eventually found the New World, but he was the first, which makes him the most important.   Ã‚  Ã‚  Ã‚  Ã‚  The New World proved to be a blockbuster as far as the other “finds'; during this time period. The impact, both directly and indirectly on the lives of the Europeans was tremendous. It promoted wealth and it led to a desire for more explorers. The competition of the countries was amazing. There was always a race to see who would start the first colony, who would explore the continent, and of course wh...

A Managerial Strategy Essay

The principal purpose and function of healthcare organizations is to ensure that their services. Above all their duties is geared towards caring for their patient’s health and emphasize the ability of the organization to serve their patients skillfully and responsibly. Further, they offer different types of services which include medical and behavioral health care services, accordingly, this includes public and community health care programs and in the contemporary scenario, corporate power. As a matter of fact, it has been stressed in The Well-Managed Healthcare Organization that in order to ensure that a healthcare organization is really doing its task of safeguarding the health of its patients (and not really attracting them to be its client), a health organization should improve the quality of its services (Griffith & White, 2006), which strengthens the argument of harnessing the managerial skills of healthcare practitioners. Moreover, it should also maintain a well-facilitated plant in which the patients are being accommodated.   Given with such instances, it highlights the perception that healthcare organizations are mandated to implement certain administrative methods to meet the mounting complications derived over by societal challenges (Griffith & White, 2006). One of the cited feasible and efficient techniques in achieving managerial success is proper organization of the activities and the developmental plan of the entity.   It is through the alignment of program objectives that the goals are obtained and prevents the rise of problems which deals with conflicts or miscommunication. If the programs are aligned well, then the members of the organization shall have a clear vision on what to expect, and oversee necessary changes so as to improve their performance.   Simple logic basically revolves in the verity of the strategy; common problems arise when the organization has no definite goals which lead to disorientation. Similar to that of business entities, healthcare practitioners must also take the challenge of facing the waves of managerial confrontations. Reference Griffith, J. R., & White, K. R. (2006). The Well-Managed Healthcare Organization (6th ed.). New York: Health Administration Press.

Joseph Haydn and His Contributions to the Musical World...

Joseph Haydn is known as one of the most profound composers of the classical period. His efforts towards the musical world are now legendary as are his pieces of which he specialised and strongly produced Symphonies and String Quartets. He also took part making history creating sonatas and piano trios. Born on the 31st March 1732, the Austrian born composer grew up in the small farming village of Rohrau (located near the border of Hungary) with his father Mathias Haydn who made money as a wheelwright and helped out in the mayors’ office, his mother Maria Koller who was a cook for the palace of Count Harrach as well as eleven other siblings of which he was the second oldest. His family was quite musical as his father was a self taught†¦show more content†¦He then rented an attic where he lived and spent ten years teaching students how to play musical instruments and sing in different opera styles. When he had decided to move on he was hired as a personal attendant and accompanist by the famous Italian composer called Niccola Popora. Whilst working for Popora he lived in an attic were he practised the violin and clavier in his spare time. Popora taught him lessons on how to speak Italian and compose pieces of music and being enthusiastic Haydn learnt fast. He also became accomplished at composing and was later recognised to some as â€Å"The Composer of his time†. A few years later he was appointed an official musician by Countess Thum and Count Mozarin gave him the opportunity to be a music director. In 1762 he was also appointed an official musician by Prince Anton Esterhay whom asked him to become vice Kapellmeister until later when he became the main Kapellmeister. At this time he had a lot on his plate and eventually composed eleven operas, sixty symphonies, five masses, thirty sonatas, one concerto, and hundreds of shorter pieces for the Prince. Soon he was seen as a humorous person and many were touched by his positive way of life. His students valued their coaching and felt lucky to have learned from the likes of this great composer. Among the composers who looked up to Haydn was the soon to be arising star Mozart who looked upon him as a mentor and a master of the composing techniques. AsShow MoreRelatedMozart and Haydn Essay1209 Words   |  5 PagesTwo of historys greatest figures in the development of Classical style music during the eighteenth century were Wolfgang Amadeus Mozart and Joseph Haydn. Both men worked together and were very close friends while living in Vienna. Between the two, Joseph Hayden and Amadeus Mozart devoted much of their music for composing symphonies, minuets, librettos, sonatas, concertos, masses, oratorios and operas. 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