The policies that are formulated and implemented by the organization have a significant influence on the achievement of goals and targets set by the organization. The policies that are adopted by managers thus determine whether or not an organization is successful (Murray, 2014). However, the most difficult task that managers is changing the culture of an organization when need arises. This is because of the fact that it is deeply entangled in the way business is conducted within the organization and employees may find it difficult to adopt a new mindset to doing things. According to Robbins & Judge (2012), “organizational culture represents a common perception the organizational members hold.” Winning over the hearts and minds of the members of staff is therefore critical when a manager is attempting to alter an organization’s culture.
In order to successfully institute changes in an organization, it is important to ensure to understand the roles played by four critical factors. These are cognition, motivation, institutional politics and resource limitation (Murray, 2014). Managers who have a good comprehension of the impact of these factors on the implementation of planned changes in the organization are likely to succeed. The process begins with the recognition that organizational change can only be achieved by bringing on board all employees of the organization to work hand in hand with the management.
Individuals typically find it difficult to embrace change. Exposure to certain ways of doing things often makes them to get accustomed to the normal way of living. Similarly, the employees of an organization are usually reluctant to adapt to the introduction of new directives from the management that adjusts the way they go about their duties. Therefore, it is essential that the manager of an organization ensures that employees recognize the need to do things in a different manner. This will require that employees are fully integrated into the process of change. They have to own the process. This will mean that they are informed about what the management expects of them and the desired outcome of the process. It is suggested that managers should adopt a “tipping point” strategy. The management should target the most disproportionate members of staff to commit themselves to the changes in organizational culture. If they fail to do so, the management should not hesitate to relinquish them of their duties.
Motivation can be described as any force emanating from within or outside an individual that drives him or her to act towards the attainment the desired objective. Employees need to be motivated to work towards achieving the targets set by the management. A shift in organizational culture depends on the strength of the culture. A strong culture will be difficult to depart from because it signifies a high agreement with what the organization stands for (Robbins & Judge, 2012). In such cases, managers will need to come up with high motivation tools that will reduce employee turnover. Well motivated employees will find it worthwhile to support management goals and targets especially when they fully understand the reasons for the change. Motivational tools may include financial compensation, job security in the future, promotion, and career development employees for productive employees.
The politics of an organization influence the decision to change the culture of an organization to a great extent. Typically, organizations are surrounded with people who represent vested interests of various parties. These people participate in discussions about how the activities of the organization should be operated. Often, top level managers are major participants in such politics. “Through words and behavior, senior executives establish norms that filter through the organization about, for instance, whether risk taking is desirable, how much freedom managers give employees, what is appropriate dress, and what actions earn pay rises, promotions and other rewards ( Robbins & Judge, 2012).”
Resource inadequacy is a limitation that always faces many organizations. The implementation of an organizational change is a process that often requires resources. According to Murray (2014), a shift in organizational culture inescapably leads to a change in the channeling of resources. Managers are therefore expected to work within certain budget estimates. High differences between the estimated values and actual values may pose serious financial mismanagement accusations against the managers (Alvesson, 2002). Resources should be channeled to areas that demand relatively less resources but translate into huge changes. This is known as the “hotspot” criteria.
In summary, organizations continuously face circumstances that may trigger the need for drastic changes in their culture. Emerging needs and trends of the organizations therefore compel managers to formulate and institutionalize new organizational cultures. This presents unique challenges because it represents a diversion from the usual way of doing things, and people tend to maintain the status quo. Managers have to simultaneously achieve organizational goals, targets and objectives, and meet stakeholder expectations. Organizational culture change is a process that requires the management and staff of an organization to work together. Managers have to be patient since it is a process that takes time to materialize.
Works Cited
Alvesson, Mats. Understanding Organizational Culture. London: SAGE, 2002. Print.
Murray, Alan. "How to Change Your Organization’s Culture - Management - WSJ.com." How-To Guides from the Wall Street Journal - Wsj.com. Harper Business, n.d. Web. 13 Feb. 2014.
Robbins, Stephen P, and Tim Judge. Essentials of Organizational Behavior. Upper Saddle River, N.J: Pearson Prentice Hall, 2012. Print.
