Change Management and Organizational Culture
Change management is defined as the continuous process of smoothing out the implementation of change within an
organization systematically and effectively (Armstrong, 2009). As it has become
a crucial step which aids organizational success, it is important to know-how
change takes place and what are the major factors which facilitate an effective
change process (Friedman, 2005).
No matter if it is a strategic change,
operational change or a transformational change, for many authors there are
many small components that have to be focused on when it comes to change (Cope,
2003). According to a study done by Goic (2012) on Croatian enterprises, it was
found that organizational change and organizational culture has a significant
correlation as employees’ values and ways of acting turned out to be one of the
major drivers for change.
Also, O’Donnell and Boyle (2004) state that
organizations need to change their organizational culture and learnings if they
are aiming for a change in the organization itself. Furthermore, Bush and
Anderson (2005) argue that change is a problematic process to go through and
effective change happens within an organization only if the cultural changes
happen. The reason behind that is, people’s values and attitudes have to be
positive towards change.
These statements can be further justified
if one can evaluate and understand change-related theories and concepts.
According to Lewin’s model of change, it is known that change takes place
in three different steps and the very first step involves unfreezing which
means that people within the organization have to let go of fixed norms and
attitudes. This is about cultural adjustment towards the change required (Lewin,
1951).
Another change related theory which is
“five approaches to change” by Thurley brings on that change happens through
“heart and minds”. This approach is mainly focused on changing workforce values
and attitudes to gain collectives commitment from the entire workforce (Hailey
and Balogun, 2002).
Furthermore, certain scholars state that
change management requires better cultural understanding. The cultural web
(Figure 1) is a perfect tool which can explain the link between change and
organizational culture. This tool helps leaders to understand the effect of the
existing culture and its impact on change. It involves behavioural, symbolic and
physical elements which can define change (Johnson et al, 2008).
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Figure 1 – Culture Web Source – Adopted from Johnson et al (2008) |
The elements such as symbols, rituals and
routines and organizational structure of this tool focus on the visible
elements of the culture which aids this change management process.
To discuss more culture and its impact on
change management, one can look into HRM practices as well. As the first
requirement leaders need to motivate employees to support the change where they
need to influence the workforce attitude and beliefs towards the expected
change (Osibanjo and Omotayo, 2013). Therefore it justifies that for an
organizational change a cultural change is required and those two variable is
closely related.
Armstrong, M. (2009). Armstrong’s handbook for human resource management. 11th ed. India
Bush, T. and Anderson, L. (2003), ‘Organizational culture. Leadership and Strategic Management in South African Schools, London, Commonwealth Secretariat.
Cope, M. (2003). The seven C’s of consulting (2nd Ed.). Upper Saddle River, NJ: Financial Times. Prentice-Hall
Friedman, T. L. (2005). The world is flat. New York: Farrar, Straus & Giroux
Goić, S. (2012). Organizational structure, organizational dynamics, and organizational culture: research from Croatian enterprises. Management Knowledge and Learning. International Conference. 19-21
Hailey V H and Balogun J. (2002). Context-Sensitive Approaches to Change. Elsevier Science Ltd. 35 (pg. 153–178) [Online] Available at: http://itmporgchange.pbworks.com/f/Balogun.pdf
Johnson G, Whittington R and Scholes K. (2008), Exploring Strategy, (8 th Ed), England. Prentice-Hall
Lewin, K. (1951). Field theory in social science. New York: HarperCollins
O’Donnell, O. and R. Boyle (2004). E-Government and Organization Development, CPMR Discussion Paper 28, Dublin. IPA.
Osibanjo, Omotayo. (2013). Organizational Change and Human Resource Management Interventions: An Investigation of the Nigerian Banking Industry. Serbian Journal of Management.
Organizational culture is understood as a system of assumptions, values, norms, and attitudes of an organization have developed and adopted through mutual experience and which help them determine the meaning of the world around them and how to behave in it (Schein, 2004). Organizational culture, reveals that this content may be structured in two large and heterogeneous groups of components: cognitive and symbolic (Schein, 2004). The main difference between them is in their nature. Cognitive components of organizational culture include the cognitive structures of organization’s members with their elements: assumptions, values, attitudes, and norms. These cognitive structures represent a source for the mutual meanings that the members assign to the world surrounding them, which form the basis of every organizational culture (Schein, 2004). Symbolic components represent the visible part of organizational culture that can be heard, seen or felt, and that manifests, represents and communicates the meanings produced by the cognitive components (Worline, 2000).
ReplyDeleteOrganization culture is unique for every organization and one of the hardest things to change. Culture includes an organization's expectation, experiences, philosophy as well as the values that guide team members' behaviour (Schein, 2016).
ReplyDeleteThe latest version of the ISO 9001 standard, which is a Quality Management System standard has added a new element to the change management procedure. This is organizations prior impending any change must look at the change from a risk-based thinking perspective. What this means is prior implementing any change, a risk assessment to be done to evaluate the risks posed by the change and opportunities that could arise from the change. Risk is the effect of uncertainty and any such uncertainty can have a positive or native effort (ISO 9001:2015 Standard). Once this system is implemented within the organization though relevant controls, it will embedded as a culture.
ReplyDeleteChange Management is the process of planning and introducing change systematically, taking into account the likelihood of it being resisted and the objective is to achieve the smooth implementation of change (Armstrong, 2014).
ReplyDeleteIt is difficult to change the management with organization culture. However, according to Armstrong (2006) has mentioned, Culture management involves change management, another important item in the organization development toolkit. But as Caldwell (2003: 132) argued: ‘It is assumed within most organization development models that change can be planned in a “rational” or linear manner, and that the change agent can facilitate this group process, although there is little evidence to support this illusion of “manageability”.’
ReplyDeleteSuccessful management of change is crucial to any organization in order to survive and succeed in the present highly competitive and continuously evolving business environment(Rune, 2005).
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ReplyDeleteBritish Airways is one of the best example which implemented some important cultural changes such as the management and leadership style was not participative as the CEO, the former chairman personally was very distant from the staff and managers were recruited and promoted on the basis of their technical abilities instead of managerial abilities when the company was in bad condition and was about to go bank corrupt and finally through these cultural changes, British Airway company was able to survive (Grugulis & Wilkinson,2002).
ReplyDeleteThere are several types of change, e.g., incremental change, where small adjustments are required, discontinuous change where a major transformation is due, anticipatory change where a change is initiated but without an immediate need to respond, reactive change, which
ReplyDeleteis a direct response by an organization to a change in the environment (Karnouskos, S 2015).
Change management can be defined as “the process of continually renewing an organization’s direction, structure, and capabilities to serve the ever-changing needs of external and internal customers”( Moran & Brightman, 2001).
Organizations should have adaptive cultures so that employees focus on the need for change and support initiatives and leadership that keep pace with these changes (Glinow,2008)
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