Managing Organizational and Culture

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Managing Organizational and Culture
Managing
Organizational
Culture
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Managing Organizational and Culture
Table of Contents
Essay 1 – Materialization of Levels in Cultural Change.................................................................3
Essay 2 – Media and Effect on Changes at Organizational Level...................................................6
References......................................................................................................................................10
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Managing Organizational and Culture
Essay 1 – Materialization of Levels in Cultural Change
A collaborative venture is a structure that is brought up with consolidated efforts from team
members participating in the holistic organizational picture, defining themselves as a group
supporting each other, taking accountability and delivering values. The term culture is
synonymous to the practices, beliefs and values being practiced on everyday basis as an
organizational form of operations, with majority of members performing in resembling manner
(Alvesson & Sveningsson, 2015). Therefore, the effects of culture on an organization is critical,
whether it is small, medium or large. For fulfilling the needs of the sustainable development,
reflecting on most suitable cultural blend becomes a must as it reflects to be apt for an
organization from the perspective of organizational performance. But culture is not only defined
in only one term. It is mostly being evaluated at different levels.
The term ‘level’ does not only mean in line after one another rather it means the extent to which
artistic the phenomenon is clear from the observers end. Majority of the people are sceptic and
unsure for the ‘culture’ change phenomenon, but it is clear from the definition itself that it is
based on one’s perception and is not generic beliefs (Lewis, 2019). The different ‘levels’ of
culture can range from embodied unconcealed reasons that a person can easily see and can have
the sensation towards it as permanently fixed in the form of beliefs and values and the very basic
assumptions undertaken to accept it.
With respect to the case for Arts Council England it is the cultural change at various levels that
lead to a strong support partnership model working with high internal staff employment and
willingness for adaptability, fitting perfectly into the collaborative working model. The case
examines few major aspects from cultural levels perspectives (Gagliardi, 2017). Each of these
major aspects are the reflections from the underlying change plan, that was executed and
performed with strategic approaches, keeping the balance in order and not deteriorating the
existing performance of the company. Also, these aspects impacted the performance of the
organization from various levels of culture as demonstrated below -
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Managing Organizational and Culture
Fig1: Levels of Culture
- Level 1 - Artifacts
Artifacts include the range of embodied unconcealed reasons that a person can easily see and
can have the sensation towards as significance or proof of culture. The physical portions of
culture are represented by artifacts which include distinguishable products like the rapidly
increasing technology, styles, the myths or facts of any organization and the account of
values which have been published (Glisson, 2015). Basically, it deciphers the behavioral as
well as the structural elements about the working of an organization.
According to the observations taken from the case the artifacts that are an important part of
the cultural change were found in steps initiated by the management team. The management
team decided to publish bullet points of meeting summary to create transparency and wrote
personal blogs. Other artifacts include training and workshop material that would have acted
as change acceptance tools (Kagan & Kirchberg, 2016). The WOW’s for practicing new
culture, also played a role. The creation of 146 new relationship management profiles with
restricting of various positions in the organization is a singular solid artifact for cultural
change. Formation of cultural groups, hot desking functionality ad new office deigns with IT
kit and electronics being used to support work practices became a strong evidence for an
overall organizational change.
- Level 2 - Espoused Beliefs and Values
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Levels Of Culture Artifacts
Espoused Beliefs and
Values
Underlying
Assumptions