Organisational Change: Can an Organisational Culture Be Changed?
Organisational change: can an organisational culture be changed?
Despite its ordered and steady foundation, organisational culture can be changed if it is guided by a comprehensive strategy. An organisations culture is founded by relatively stable characteristics, based deeply on values that are enforced by organisational practices. However, an organisational culture can be changed. This essay will aim to establish this and explain the measures which are involved in changing an organisational culture. In order to explore this, the notion of organisation culture will be defined. In addition, the reasons and situational factors that bring about the need for cultural change will be explored, in line with the effectiveness of strategies for managing cultural change. Lastly, past attempts to change organisational culture including both successes and failures will be investigated. All in all, this essay will prove how organisational culture is a stable notion which has the ability to be changed.
Zeffane & Fitzgerald identify organisational culture as “the system of shared beliefs and values that develops within an organisation and guides the behaviour of its members” (Zeffane & Fitzgerald, 2006, p. 310). This identifies the foundations of organisational culture, demonstrating the key concepts that exist within them.
The importance of organisational culture can be examined by observing culture overall. This can be seen in the three levels of cultural analysis: observable culture, shared values and common assumptions (Zeffane & Fitzgerald, 2006). This demonstrates the layers of organisational culture starting at observable culture which highlights the way in which a group teaches new members (Zeffane & Fitzgerald, 2006). In addition, the second level of analysis is shared values. These values are helpful in linking members together by demonstrating the common values shared within an organisation. Lastly, the third level is common assumptions, this level
Despite its ordered and steady foundation, organisational culture can be changed if it is guided by a comprehensive strategy. An organisations culture is founded by relatively stable characteristics, based deeply on values that are enforced by organisational practices. However, an organisational culture can be changed. This essay will aim to establish this and explain the measures which are involved in changing an organisational culture. In order to explore this, the notion of organisation culture will be defined. In addition, the reasons and situational factors that bring about the need for cultural change will be explored, in line with the effectiveness of strategies for managing cultural change. Lastly, past attempts to change organisational culture including both successes and failures will be investigated. All in all, this essay will prove how organisational culture is a stable notion which has the ability to be changed.
Zeffane & Fitzgerald identify organisational culture as “the system of shared beliefs and values that develops within an organisation and guides the behaviour of its members” (Zeffane & Fitzgerald, 2006, p. 310). This identifies the foundations of organisational culture, demonstrating the key concepts that exist within them.
The importance of organisational culture can be examined by observing culture overall. This can be seen in the three levels of cultural analysis: observable culture, shared values and common assumptions (Zeffane & Fitzgerald, 2006). This demonstrates the layers of organisational culture starting at observable culture which highlights the way in which a group teaches new members (Zeffane & Fitzgerald, 2006). In addition, the second level of analysis is shared values. These values are helpful in linking members together by demonstrating the common values shared within an organisation. Lastly, the third level is common assumptions, this level
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