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Changing organizational culture

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  1. Introduction
  2. Building the guiding team
  3. Getting the vision right
  4. Creating short-term wins and building up momentum
  5. Empowering action
  6. Conclusion

Change is an integral part of modern life; whether it is exercised within an individual, group or institutional capacity. Change ? in the context of organization ? refers to the processes or initiatives that constitute a deviation or adjustment in the way with which operations within an organization are conducted. It, therefore, implies that organizational change management and personal change management are an intertwined discipline. Therefore, is change a one-time, mutually specific event or is it a continuous operative function that constitutes the broad managerial function in the business?

There are usually two types of organizational change: Initiated or planned change and unplanned or reactive change. The first one refers to a situation where there is a deliberate adoption of new processes and methods of operations. In regard to managerial view of planned change, it originates from the individual who has experience in the particular day-to-day operations and, therefore, is the proposer of the change and implementer as well (Hughes, 2006). Unplanned or reactive change is one which occurs spontaneously and which does undergo a conscious and rational process for its implementation.

[...] (1989). Capacity management (APICS South-Western series in production and operations management). South-Western Pub. Burnes, B. (2000). Managing change. Prentice hall. Campbell, D., Edgar, D., & Stonehouse, G. (2011). Business strategy: An introduction. Palgrave Macmillan. Carnall, C. (2007). [...]

[...] Pursuant toKotter and Cohen (2002), the role of technology in transmitting and coordinating the change process is limited to the role of reducing the information bulk, thereby making it easier for leaders to effectively communicate their envisioned change to the effecting team as well as other members of the organization. Both books agree that emotions and perceptions are a significant challenge for management. Kotter and Cohen (2002) identify that these attributes are inextricably connected with regard to performance and that the challenge can effectively be overcome through the first four stages of effective change management. These stages can be separate in themselves or can overlap in this regard so as to allow management to effectively skip one or more. They are: 1. [...]

[...] Change is likely to elicit resistance from members in the organization. This is one of the prime challenges for managers in the introduction and managing change in the firm (Alvesson & Sveningsson, 2007). Getting the vision right However, the authors take two different approaches in examining this concept. According to Ivancevich et al. (2011), the global approach focuses on individual behavior within the organizational setting in response to setting organizational goals. Kotter and Cohen (2002) address the global trade question by focusing on how change can be effected within the organization to better increase their capacity to handle the emergent global business environment through an eight-step process. [...]

[...] Increasing urgency 2. Building effective teams 3. Acquiring the right vision 4. Communicating the vision These stages ensure that basically the individuals selected as part of the team overseeing the change process satisfy the required competencies and skills to effect the requirements of the change effectively; have a comprehensive change vision that covers strategy, plans and budgets; and communicate it amongst the team members and the greater organization with equal clarity and objectivity. Ivancevich et al. (2011) identify emotions as a result of perception processes that originated from the work environment stimuli. [...]

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