Change Management: Implementing Cultural Changes in Organizations

This article discusses the effective implementation of cultural changes in organizations through a movement-based approach. It focuses on the case study of Dr. Reddy's company and highlights the importance of leadership skills in bringing about these changes.

Running Head: CHANGE MANAGEMENT 1
Organizations & Management
Student Details
4/19/2019

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Answer1. This article discusses about effectively changing the culture of a company in order to
bring innovation into the organization’s process and becoming more adaptive to those changes.
This article mainly focuses on bringing cultural changes in the organization not through top-
down mandate but with a movement with support from every employee of the company. In this
article, implementing cultural change in a company is considered to be the most challenging part
of the transformation which demands new behaviors from employees and leaders (Schein, 2010).
It has been identified by IDEO that the best possible way of bringing the most significant
changes in the culture of an organization is through social movements and despite of several
differences existing between society and private enterprises but the leaders are the ones who can
learn from those movement makers and effectively engage and mobilize the employees of the
company to adapt new societal norm (Tsai, 2011). Therefore, this article focuses on
implementing changes in an organization through a movement of motivating employees by
actions and not just words under effective leadership. This article elaborated cultural change in a
company through movement by considering case study of “Dr. Reddy’s” company.
Answer2. While reading this article, we have come through several assumptions which are
assumed in this article. This entire article is based on the assumptions of IDEO that significant
cultural changes are brought through social movements and movements or creating a sense of
urgency is also the best way for bringing changes in the company. This article described
implementing changes in an organization by example of ‘Dr. Reddy’s’ company. In this article it
has been assumed that leaders are the ones who can bring effective changes in an organization
and they can learn several things from movement makers. Skills of movement makers can guide
organizational leaders to convert social movement dynamics into change management plans
(Alvesson, Understanding Organizational Culture, 2012). First assumption that is made in this
article is that movement makers are masters of framing a situation and this tactic can be used by
organizational leaders but simply explaining the need of implementing a change will not help.
This requires creation of sense of urgency among employees. But it has a limitation that it is
short lived. In order to make a commitment stay for longer requires that employees feel a deep
desire and responsibility for change (Alvesson & Sveningsson, Changing Organizational
Culture: Cultural Change Work in Progress, 2015). Second assumption made in this article is that

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movement makers are extremely superior in recognizing the power of appreciating small
achievements. This quality is required in organizational leaders in order to bring effective
changes in the organization but leaders often make mistake of declaring the change that they
want to see but do not show it to employees through effective examples of actions.
Answer3. From the discussion of this article it can be concluded that organizational leaders can
learn various skills from movement makers in order to implement effective changes in the
company. Movement makers bring changes in the society through social movements and by
creating a sense of urgency among people (Managers.org, 2019). However organizational leaders
pose authority of mandating changes into the organization but cultural changes cannot be made
in the same manner. Also it is not difficult for an organizational leader to avoid friction but
harmony is preferred everywhere and the success of organizational changes depends upon
seamlessness of these changes (Highered, 2019). This article focuses on adopting movement
based approach for bringing cultural changes in an organization. This approach to change accepts
moderate amount of friction and ensures that correct amount of changes are happening. Frictions
and resistance indicates about the organizational culture and design which requires evolution.
Hence it can be concluded that cultural changes in organization happen only when its employees
take action and by following the movement based approach it becomes easy for the leaders to
tackle with issues of resistance and friction.
Answer4. This article discusses or the main focus of this article is on two concepts of
management which are cultural change in an organization and leadership skills. This article
describes how effective changes can be implemented in an organization through movement
based approach. The idea of this article is that the best possible way of implementing changes or
bringing changes is social movements (Semantics, 2019). This article overweighs movement
over mandate to change. Change management is one of the major concepts of management
studies as it tells about strategies of implementing changes in the organization to make them
more innovative and adaptive. But it has been learnt in MGT100 that cultural change is the most
challenging part of transformation. This article supports movement based approach for

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implementing changes. The second concept of this article which is relevant to management
studies is leadership skills. Despite of having several differences between society and private
organizations, there are several things or skills that an organizational leader can learn from
movement makers (Linnenluecke & Griffiths, 2010). These skills will help the leaders to bring
changes in their organizations such as decision making, conviction, trust, creativity and creating
a sense of urgency through examples of actions. Skills that leaders can learn from movement
makers include issue framing, recognizing the power of appreciation of small achievements,
developing collaborations, and providing safe workplace to the employees (Sickler, 2017).
Answer5. This article discusses about cultural change and leadership skills by considering case
study of “Dr. Reddy’s”. Dr. Reddy’s CEO, G.V Prasad, identified that company is facing issues
related to decision making which has slowed down the progress of the company. Then he
decided to bring cultural changes such as innovation and making company’s culture more
patient-centered. Along with his leadership team and with the help of IDEO, he recognized needs
of every employee from shop floor workers to scientist, investors, and external partners. Their
research concluded solution for issues of the company in four simple words: “Good health
cannot wait” which is patient centric (Dougherty, 2012). The team of the Dr. Reddy’s made aim
of demonstrating this idea into action. They selected various projects which include innovation
and customer centricity. Product packaging and designing were now decided according to the
needs of the customer. And an internal data platform was developed to guide the employees of
Dr. Reddy’s about how to assist customers and resolve their problems. This approach benefitted
Dr. Reddy’s in a great extend and thus defined the importance of corporate social responsibility
(CSR).
Corporate social responsibility (CSR) is important not only for society, environment but also for
the reputation of the company. Admirable CSR strategies enhance consumer trust, brand
sentiment, and company recommendation. This further helps in increasing the revenue for the
organizations.CSR represents efforts of an organization that they make in order to make positive
impacts on an environment as well as on society (Sickler, 2017). A company is engaging in co-
operate social responsibilities when it goes beyond and above the expected socially or
environmentally standards. Socially responsible organization and their business leaders care
more about society and environment as compare to company’s financial profits.

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One company which is considered among one of the best CSR perceptions is “The Walt Disney”.
The Walt Disney Company won citizenship category. According to a survey, 50 % of its
consumers agreed that Disney is a good co-operate citizen which promotes and supports good
causes as well as protect the environment. Disney is the most admired company and have good
respect among its consumers, employees, and shareholders due to its product quality and the
ways adopted by it to create a products. Disney improved its CSR through adopting product
creation ways which have least impact on environment and by providing respectful work places
to its employees in order to promote the well-being of kids and families.
Answer6. The two peer reviewed articles which we selected on organizational culture are
“Understanding Organizational Culture and Organizational Performance: Are They Two Sides of
the Same Coin?” and “The Impact of Organizational Culture on Organizational Performance: A
Case Study of Telecom Sector”.
Both of these articles are explaining relation between organizational culture and organizational
performance. The first article defines what are organizational culture and organizational
performance, and the second article describes the impact of organizational culture on the
organizational performance.
These two articles are relevant in a sense that they will clearly identify the differences between
these two terms. Our main objective is to learn about organizational culture and how it affects
performance of an organization. These two articles provide a clear difference between these two,
and once we get to know about how organizational culture affects organizational performance, it
will be easy to make strategies to make changes in the organizational culture to improve the
organizational performance.
Answer7. According to the first article “Organizational culture is a tricky concept and this term
defines two critical elements: structural stability and integration. Structural stability describes the
set of beliefs and values held deep within the organization and the second element integration
refers to the multiple behavior patterns of an organization consisting of ‘climates, rituals, and
values’ which together describe identity of organization (IDOWU, 2017).

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From the second article: “The only thing of real importance that leaders do is to create and
manage culture.” “If you do not manage culture, it manages you, and you may not even be aware
of the extent to which this is happening (Ahmed & Shafiq, 2014).”

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References
Ahmed, M., & Shafiq, S. (2014). The Impact of Organizational Culture on Organizational
Performance: A Case Study of Telecom Sector. Global Journal of Management and Business
Research , 14 (3), 21-29.
Alvesson, M. (2012). Understanding Organizational Culture. US: Sage.
Alvesson, M., & Sveningsson, S. (2015). Changing Organizational Culture: Cultural Change
Work in Progress. UK: Routledge.
Dougherty, D. (2012). The Maker Movement. Innovations: Technology, Governance,
Globalization , 7 (3), 11-14.
Highered, P. (2019). Culture and Culture Change. Retrieved from
https://www.pearsonhighered.com/assets/samplechapter/0/2/0/5/0205711200.pdf
IDOWU, O. E. (2017). Understanding Organisational Culture and Organisational Performance:
Are They Two Sides of the Same Coin? Journal of Management Research , 9 (1), 12-21.
Linnenluecke, M. K., & Griffiths, A. (2010). Corporate sustainability and organizational culture.
Journal of World Business , 45 (4), 357-366.
Managers.org. (2019). Understanding Organizational Culture. Retrieved from
https://www.managers.org.uk/~/media/Files/PDF/Checklists/CHK-232-Understanding-
organisational-culture.pdf
Schein, E. H. (2010). Organizational Culture and Leadership. UK: John Wiley & Sons.

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Semantics. (2019). Organizational Culture. Retrieved from
https://pdfs.semanticscholar.org/d79e/e2d5d0095c1b650e670a15dda35dfb6f996e.pdf
Sickler, J. (2017). Powerful Corporate Social Responsibility (CSR) Examples. Retrieved from
https://www.reputationmanagement.com/blog/corporate-social-responsibility-examples/
Tsai, Y. (2011). Relationship between organizational culture, leadership behavior and job
satisfaction. BMC Health Services Research , 11 (1), 98.