CHANGING ORGANIZATIONAL CULTURE ORGANIZATIONAL CULTURE
Sunday, September 30, 2007
Wedding Favor Chap Stick
organizations are in a turbulent environment where the only constant is change, forcing them to internally transformed to adapt to the best of those changes. Certainly, globalization, understood as the process of opening national markets, in some way "forced" to businesses to adapt to new competitive conditions to survive. Moreover, the tendency to formalize strategic planning implies the need to adapt the organization to the strategy. However, changing the organizational culture can be a difficult and complex process that requires the active participation of managers to workers should welcome the process as natural.Antes to understand what is the participation of managers, and response of workers in this process, it is necessary to establish what the organizational culture, its characteristics and its development. organizational culture can be defined as a pattern developed by an organization as you learn to cope with problems of external adaptation and internal integration. For his part, Robbins, states that "culture is a system of shared meaning which determines, to a large degree, how employees act." Latter author presents a list of characteristics of organizational culture, which are listed below : Identity
members.
Focus Group.
Approach in people. Integrating
unit.
Control.
risk tolerance.
reward criteria. Tolerance
conflict. Guidance
means - end.
open system approach.
Although paradigms create a semblance of stability (status quo), organizational culture is inevitably exposed to a dynamic adaptation process.
According to the "chaos theory, complex systems are exposed to entropy, which means that to get back to equilibrium, these systems are self organizing. Moreover, Darwin, in his "theory of evolution of species" stated that agencies adapting to the changing environment are those who survive. If we relate these theories to organizational context, one could say that those companies that are more flexible to change its organizational culture, will have more competitive advantages than those who are not. In fact, "the design of organizations of the future involves the ability to develop and integrate the thinking, action and planning using scenarios to be compared with actual conditions. This is the strategic dialogue. The major competitive advantage in the future will be those companies that can learn faster. "
Once it is clear what is the new environment in which businesses develop, and what changes should be made in the organizational culture, the Governing Body is the body that should take over responsibility for the process of change, because it is a momentous decision for the company. For this, we could hire an external consultant to conduct an analysis of working environment to assess the feasibility of this process.
There are plenty of techniques that are used to change the culture of the organization, including recruitment, training, transfers, promotions, restructuring of organizational design, role models and positive reinforcement. In companies where their culture is well established with employees, will be more resistance to change.
In the current business environment, the organizational culture change is inevitable. Despite its difficulty, can be an interesting experience for managers decided, with leadership and who like to take on challenges. They must "sell the idea" to workers, the change in culture is important for the survival of the company. If so, the organization will have a new competitive advantage: the flexibility of their culture. You can also take advantage of new opportunities presented on the market. In short, I welcome the change!
Subscribe to:
Post Comments (Atom)
0 comments:
Post a Comment