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HRMT20028 - Organisational Change Management | Assignment

   

Added on  2020-03-04

8 Pages2069 Words104 Views
Running head: ORGANISATIONAL CHANGE MANAGEMENTOrganisational Change ManagementName of Student:Name of University:Author’s Note:

1ORGANISATIONAL CHANGE MANAGEMENTThe concept of organisational culture involves a system of values, beliefs as well asshared assumptions. These values which are shared have a strong impact or influence on theindividuals in the organisation as well as help to determine the way in which people performtheir jobs as also the ways in which they dress and behave. The organizational culture helps anindividual gain an insight into the insides of the particular organisation. The key to maintain a successful position in the global market is to meet the changingneeds and modify the culture accordingly. According to the area of operation of a particularorganisation it needs to work and allow the changes to its culture. It is quite obvious that theculture in an organisation will be based on the area in which it operates. Every organisation isbound to have its own unique characteristic as well as personality traits. In other words it can besaid that the unique personality of any particular organisation is the culture of that particularorganisation (Mazzucato & Perez, 2014).There are several characteristics of organisational culture. The range of thesecharacteristics is varied and can be said to vary from high to low. Their impact on theorganisation is also varied.Innovation: Those particular companies whose cultures place high value on innovationencourage their employees in taking risks and as well ask them to innovate in their jobs as wellas their performance. In case of companies where innovation is not encouraged, employees andworkers are required to perform their jobs in the same way in which they have been trained to dothem. Ways of improving their performance are not mentioned (Nordin et al., 2012).Attention to detail: Characteristics of organisational culture determines the degree towhich the organisation’s employees are required to be accurate in their job (Waddell et al. 2013).

2ORGANISATIONAL CHANGE MANAGEMENTIn case of organisational culture that focuses on detail the workers are expected to do their workwith precision as well as accuracy. Organisations that do not focus on precision do not ask theiremployees for precision (Vaara et al., 2012).Emphasis on outcome: Several organisational cultures involve the focus solely on theoutcome or the output of the organisation. Very less importance is given to the nature in whichthe outputs are achieved. The value and value creation of the organisation is given soleimportance. In case of organisations which pressurize there sales executives to get sales ordersirrespective of any scenario, it an be said that the sole emphasis is on the outcome characteristic(Newman, 2012).Emphasis on the people: There are certain companies which give a high importance to thepeople and the impact of decisions on the people. For this reason huge importance is given to thedecisions taken by the stalwarts in the organisation and the way in which it impacts the people.Teamwork: There are certain organisations that focus on the team work and the way theemployees work together effectively. Teamwork is given a high priority in terms oforganisational culture. In case of the companies, there is a positive and fruitful relationshipbetween the employees and the managers.Aggressiveness: This nature of organisational culture helps to ascertain whether themembers of the group in a particular organisation are required to be easygoing or assertive in theway they deal with their sole competitors in the marketplace. Companies having an aggressiveculture place importance in the outperforming and competitive attitude of the company.Stability: This is an existent as well as important type of organisational culture in whichthe value is given on stability. These types of companies are more or less predictable, rule-

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