Organizational Change Management

The report provides an insight into organizational change management in the light of addressing the falling staff engagement followed by period of significant reform coupled with the increased demand for a nonprofit aged care provider Ageing Benevolent Community (ABC). The report commences with the type of the stakeholders that needed to be involved for bringing about a change. The report also analyzes information for indentifying the key cultural challenges of ABC. The report also puts forward an intervention program for bringing about a change in the ABC’s culture by drawing upon the appropriate theories and frameworks including the recommendations of the change initiatives and the sequence for the implementation.

Running head: ORGANIZATIONAL CHANGE MANAGEMENT
Organizational Change Management
Name of the Student:
Name of the University:
Author Note:

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Executive Summary:
The aim of the report is to provide an insight into organizational change management with
respect to the falling engagement of staff following a significant reform followed by an
increasing demand for a company named Ageing Benevolent Community (ABC). The report
commences with the identification of the stakeholders and the questions to be asked. The report
also identifies and analyses the cultural challenges of ABC. Further, the report also puts forward
an intervention program based on the theories and framework including recommendation and
implementation for changing culture of ABC.

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Table of Contents
Introduction:....................................................................................................................................3
1. Stakeholders who needed to be Engaged and the Questions Asked to Them..............................3
2. Identification of ABC’s Key Cultural Challenges Based on Culture Literature.........................4
3. Intervention Program for Changing ABC’s Culture Based on Theories and Frameworks.........7
Conclusion:....................................................................................................................................13
References:....................................................................................................................................14

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Introduction:
The report provides an insight into organizational change management in the light of
addressing the falling staff engagement followed by period of significant reform coupled with
the increased demand for a nonprofit aged care provider Ageing Benevolent Community (ABC).
The ABC provides the older Australians with variety of services that helps them in being
independent. The report commences with the type of the stakeholders that needed to be involved
for bringing about a change. The report also analyzes information for indentifying the key
cultural challenges of ABC. The report also puts forward an intervention program for bringing
about a change in the ABC’s culture by drawing upon the appropriate theories and frameworks
including the recommendations of the change initiatives and the sequence for the
implementation.
1. Stakeholders who needed to be Engaged and the Questions Asked to Them
The stakeholders who needed to be engaged for bringing about a change in the non profit
organization involve1:
 Employees
 Volunteers
 Members
 Beneficiaries
 Donors
 Local Community
 Other non profit organization.
The volunteers might include members the board members to the general people who
help in running the organization. The beneficiaries include the aged people served. Donors
include the state, federal agencies or a foundation that provides funding. The local community
represents the citizen and the society and hence the non-profits should participate, honour the
community activities, and cultivate the institutions, community leaders and the government
agencies2. Most non-profit organization realizes that they are unable to accomplish the missions
or raise the funds by themselves so they opt for the need of collaborating with the charities.
The questions that needed to be asked are as follows:
 Are they succumbing towards the mission?
 How the theory of change adopted remains aligned with the organizational
strategy?
 How is the evaluation of the impact measured?
 Do they have the accurate fuel in driving the organization?
1 Bryson, John M. Strategic planning for public and nonprofit organizations: A guide to strengthening and
sustaining organizational achievement. John Wiley & Sons, 2018.
2 Anheier, Helmut K. Nonprofit organizations: Theory, management, policy. Routledge, 2014.

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2. Identification of ABC’s Key Cultural Challenges Based on Culture Literature
According to Schein (2003), organizational culture represents the key to the
organizational excellence and remains critical for defining the complex concept that provides a
common reference frame for the researchers and the practitioners. Thus, culture represents a
compilation of shared meanings that makes it possible for the group members for interpreting
and acting upon the environment. Leadership should align with culture and its strategy3.
However, there is an always a need for consistency and order that is sometimes referred
as the cultural paradigm4. This refers to the set of the interrelated assumption that forms coherent
pattern. However, not all the assumptions are mutually consistent or compatible. For instance, if
a particular group assumes that all good ideas are a result of individual effort, it however cannot
simultaneously assume that the group is held responsible for the achieved results. Therefore, for
analyzing the cultural paradigms it is necessary for setting logical categories. For instance, the
application of the categories has found that the western culture has been active towards the active
mastery of the nature while the eastern culture remains passively oriented.
Some of the assumptions of the cultural paradigm include5:
 The relationship of the organization with the environment
 The nature of the reality and the truth
 The nature of human
 The nature of human relationships
 The nature of the human activity
Shein (2017) also stated that the strength of the culture is defined based on the stability
and the homogeneity of the group member and the intensity and the length of the shared
experiences of the group. For instance, a group is characterized by highly differentiated and
strong culture it possess an intense history of dealing with difficult situations. On the other hand,
a group is characterized by a weak culture provided it has been together for a short while and has
not faced any difficult issues.
However, it should be noted that in the organizational midlife, culture can be changed and
managed but without the consideration of all sources of stability as diversified organizations may
contain various geographic, functional and other groups that might have culture of their own6.
In respect to the culture literature mentioned above some of key cultural challenges faced
by ABC includes the disappearance the promotional opportunities and poor leadership and
treatment under skilled staffs. ABC employees’ experiences lack of promotion despite higher
levels of performance along with excessive micro management. Besides, the leaders mostly view
the questions as negative instead of being positive. Further, the organization does not hold all
3 Schein, Edgar H. 2003. "Coming To A New Awareness Of Organizational Culture". Sloan Management Review 25
(2): 3.
4 Rogoff, Barbara. "Culture and participation: A paradigm shift." Current Opinion in Psychology 8 (2016): 182-189.
5 Giroux, Henry. Pedagogy and the politics of hope: Theory, culture, and schooling: A critical reader. Routledge,
2018.
6 Shein, Edgar. 2017. "Aligning Strategy, Culture And Leadership" 40 (2).

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staffs responsible their desire for delivering greater customer service remains stronger than the
desire for growth. They also lack the sense of urgency and have lack of faith in the opinions of
the executive. Employees are stressed, being overworked and begging for help.
3. Intervention Program for Changing ABC’s Culture Based on Theories and Frameworks
Some of the theories and frameworks for culture are as follows:
1. Harrisson’s Culture Model: He put forward the definitions of four different
organizational ideologies and names them ‘role orientation’, ‘task orientation’, power
orientation’ and ‘person orientation7. Later on, he replaced the term orientation with the culture
and renamed ‘task orientation’ as ‘achievement culture’ and ‘person orientation’ as the ‘support
culture’. He defined power-oriented firm as an organization that attempts in dominating the
environment and thereby vanquishing all the oppositions.
Figure 1: Diagrammatic Representation of Harrisson’s Culture Model
Source: (Dalkir 2013)
2. Deal and Kennedy’s Culture Model: They define tough-guy culture as one of the
most gruelling of all the business cultures. Here the stakes are higher and the feedback quicker.
7 Dalkir, Kimiz. Knowledge management in theory and practice. Routledge, 2013.

6ORGANIZATIONAL CHANGE MANAGEMENT
People belonging to this culture have a tough attitude with higher internal competition. Examples
of this culture include management consulting, venture capital, advertising, construction,
publishing and advertising.
Figure 2: Diagrammatic Representation of Dean and Kennedy’s Cultural Model
Source: (Amir, Sayed and Reiche 2014)
3. Scheider’s Culture Model: He described that the competence culture is based on the
motives of achievement8. He continued to explain the need for achieving and accomplishing
more than the others did. The uniqueness of the culture lies in gaining uniqueness by combating
the possibility with the rationalism.
8 Schneider, Benjamin, Mark G. Ehrhart, and William H. Macey. 2012. "Organizational Climate And
Culture". Annual Review Of Psychology 64: 361-388.

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Figure 2: Diagrammatic Representation of Scheider’s Culture Model
Source: (Schneider, Ehrhart and Macey 2012)
5. Cameron and Quinn Culture Model: This model places the organizations in the
scale of four central values that includes flexibility, differentiation, stability and integration9.
Here the quadrants are named in a manner so that they resonate well with the researchers and the
managers, who possess similar knowledge regarding organizational culture frameworks. The
quadrant names were derived from the organizational values associated with different types of
organizations. The names were Clan, Adhocracy, Hierarchy and Market that precisely matched
the organizational forms developed within the organizational science. They also align with the
key theories of management regarding the approaches to the organizational quality,
organizational success, management skills and leadership roles.
9 Cameron, Kim S., Robert E. Quinn, Jeff DeGraff, and Anjan V. Thakor. Competing values leadership. Edward
Elgar Publishing, 2014.

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Figure 2: Diagrammatic Representation of Cameron and Quinn Culture Model
Source: (Wiewiora et al. 2013)
Change can be brought in ABC’s Culture based on the mentioned theories. Besides,
define /align/manage framework is necessary for the building of stronger foundation of culture.
Therefore, the sequence of implementation includes the steps below:
Step 1: Evaluation of the present performance and culture: This involves defining the
critical priorities of performance that includes profitability, growth and the customer satisfaction.
This also involves identification of the behavioral strengths along with the identification of the
behavioral weakness that is holding back the company’s potential with the defined performance
priorities.
Step 2: Clarification of the initial vision: This involves defining the vision for improving
the results with the priorities of the performance mentioned in step 1 and the ways in which a
company builds the cultural advantage through leveraging the strengths and ensures
improvements of the weakness.
Step 3: Clarification of the values and the expected behavior: This step involves in
defining the expected behaviors.
Step 4: Clarification of the strategic priorities: This step involves clearly sharing the
actionable strategic priorities that the organization will concentrate in supporting the
performance priorities mentioned in the initial vision.
Step 5: Engaging the team in defining the SMART goals: This involves engaging the
organization and utilizing the extensive prioritization and feedback for defining the objectives for
supporting each of the strategic priorities.

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Step 6: Clarification and tracking key measures: This steps involves identification of the
overall measure in supporting the top priorities related to performance. It might help in having a
highly visible metric even if when the employees do not have a direct influence over it.
Step 7: Maintaining management system for maintaining priorities and goals: This
involves in having a tracking system for monitoring status of the goals and priorities. Such
reviews also require adjustment for focusing additional attention and time on the top most
priorities related to performance.
Step 8: Managing communication routine and habits: This involves a genuine,
transparent and consistent communication required for the journey of performance improvement
and also the role of the culture so that the employees are able to feel being a part of the process.
Step 9: Building motivation throughout process: This step involves the critical steps of
recognition and feedback. Celebrating and sharing the progress in transparent manner should
represent a standard for regular activities of communication.
Conclusion:
On a concluding note, it has been found from the report that organizational culture can
undergo analysis at different levels beginning with visible artifacts, constructed environment,
technology, architecture, office layout, audible or visible behavioral patterns and manner of
dressing and public documentation materials for employee orientation, charters and stories.
Analysis at this level seems difficult, as data are harder to interpret. Sometimes for analyzing the
reasons for the behavior of the members’, values that govern behavior are considered. However,
the values are harder to observe directly and often inferred through either interviewing the vital
members within the organization or through analysis of documents and charters. This helps in
accurately manifesting the espoused values of the culture.

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References:
Amir Bolboli, Seyed, and Markus Reiche. "Culture-based design and implementation of business
excellence." The TQM Journal 26, no. 4 (2014): 329-347.
Anheier, Helmut K. Nonprofit organizations: Theory, management, policy. Routledge, 2014.
Bryson, John M. Strategic planning for public and nonprofit organizations: A guide to
strengthening and sustaining organizational achievement. John Wiley & Sons, 2018.
Cameron, Kim S., Robert E. Quinn, Jeff DeGraff, and Anjan V. Thakor. Competing values
leadership. Edward Elgar Publishing, 2014.
Giroux, Henry. Pedagogy and the politics of hope: Theory, culture, and schooling: A critical
reader. Routledge, 2018.
Rogoff, Barbara. "Culture and participation: A paradigm shift." Current Opinion in Psychology 8
(2016): 182-189.
Schein, Edgar H. 2003. "Coming To A New Awareness Of Organizational Culture". Sloan
Management Review 25 (2): 3.
Schneider, Benjamin, Mark G. Ehrhart, and William H. Macey. 2012. "Organizational Climate
And Culture". Annual Review Of Psychology 64: 361-388.
Shein, Edgar. 2017. "Aligning Strategy, Culture And Leadership" 40 (2).
Wiewiora, Anna, Bambang Trigunarsyah, Glen Murphy, and Vaughan Coffey. 2013.
"Organizational Culture And Willingness To Share Knowledge: A Competing Values
Perspective In Australian Context". International Journal Of Project Management 31 (8): 1163-
1174.