Managing Organizational Culture Essay Example

  • Category:
    Management
  • Document type:
    Article
  • Level:
    Masters
  • Page:
    2
  • Words:
    765

Leadership

The According to Oreng (2003) there are 6 factors that would lead to resistance to change. To begin with resistance to change can be as a result of being averse to lose the control grip. This could be as a result of the change being imposed on people or workers rather than it being a self initiated process. Secondly, resistance could be caused as a result of cognitive rigidity. This is a characteristic of dogmatic individuals who have a closed mind thus not being able to adjust to new conditions. Thirdly, the inability to have the psychological resilience can have an effect to the realization of meaningful change in the organization. Individuals that are less reluctant are always resistant to change due to the fear of being found guilty of the past malpractices. Fourthly, resistance could be caused as a result of viewing it as being accompanied by more additional work. This may be caused by the proponents who view it as a meaningful step but are reluctant to go through the adjustment period. In addition to these, reluctance can be caused as a result of the reluctance to give up the old habits that have become a routine. Lastly, resistance could be caused buy the people or workers who prefer to remain at the lower levels of stimulation.

(Lawson and Price, 2003). It is vital for the initiators of change to understand hoe the change is being experienced by the persons which requires an immense need of empathy and support for the workers or people through the change process. Measures need to be put in place to facilitate the creation of the appropriate channels through which the relevant information is relayed communicated to the workers in the right proportions and time. The high level management need to involve the persons in the change process as this creates ownership. This will be able to create the diversifying information that will be able to create effective innovations. In addition, there is need to adequately educate the masses on the importance of the change as this will be able to create an avenue to confront the fears for change and provide room for compromising. The education on the need for the change process will be able to identify the need to reward the new behaviours. Lastly it is vital for the change initiators to be able to build trust among and with the populous. This will be able to demystify the existing myths and realities

(Powell and Posner, 1978).Overt resistance occurs when people refuse to go along with the proposed changes or refuse to implement the proposed changes whereas the covert resistance occurs consciously or unconsciously when people are either concerned about the consequences of their actions by causing a delay in the implementation process or through avoidance or becoming ineffective in the performance of certain duties in the implementation process

.(Powell and Posner, 1978)Resistance can have positive changes if the intended change is not in line with the firms formulated objectives and thus not being able to have the workforce attains the desired goals. Such types of resistance are able to align the organization to maintain the innovations and changes that are able to reflect positive outcomes. On the other hand, resistance can have negative impact on the organization if the resistance is meant to block the organization from attaining a meaningful work culture that is geared towards success

(Recardo, 1995). Organizational cultures are relevant in the change process as they are the major determinant factors of the organizational leadership styles. An innovative culture is able to withstand the ever changing and diverse market competitive nature unlike a dormant organizational culture that lacks the vision and direction for the organizations. It is evident that the cultures that are willing to take risks are able to penetrate the markets that are though to be difficult. The organizational culture prevailing determines how the change process will be accepted

Cultural context is the location from which the change is being derived from. Examples of context culture are, rule oriented cultures, task centred cultures and sequenced cultures (Powell and Posner, 1978).

References

Oreg, S. (2003). Personality, context, and resistance to organizational change. European Journal of Work & Organizational Psychology, 15(1), 73-101. doi:10.1080/13594320500451247.

Powell, G., and Posner, B. Z. (1978). Resistance to change reconsidered: Implications for managers. Human Resource Management, 17(1), 29-34. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&db=bth&AN=12569903&site=ehost-live&scope=site

Lawson, E., & Price, C. (2003). The psychology of change management. McKinsey Quarterly, (4), 30-41. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&db=bth&AN=23600959&site=ehost-live&scope=site

Recardo, R. J. (1995). Overcoming resistance to change. National Productivity Review (Wiley), 14(2), 5-12. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&db=bth&AN=9503282115&site=ehost-live&scope=site