Organisational Change Management: Culture and Resistance Analysis

This report provides a comprehensive overview of organisational change management, exploring the concept of organisational culture, its characteristics, and its impact on employee behavior and performance. It examines various aspects of organisational culture, including innovation, attention to detail, emphasis on outcome, emphasis on people, teamwork, aggressiveness, and stability. The report also delves into the challenges of managing change, particularly resistance from employees, and identifies key reasons behind this resistance, such as lack of communication, misunderstandings, fear of the unknown, and lack of incentives. Furthermore, the report offers practical strategies for overcoming resistance and successfully implementing change, including keeping employees informed, involving them in decision-making, setting team-wise goals, and linking rewards to successful implementation. The report concludes by emphasizing the importance of understanding organisational goals and effectively managing change for improved brand image and overall success.

Running head: ORGANISATIONAL CHANGE MANAGEMENT
Organisational Change Management
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1ORGANISATIONAL CHANGE MANAGEMENT
The notion of organisational culture comprises a system of beliefs, values as well as
assumptions which are shared. These shared ideas, concepts and values have deep and significant
impacts on the people in the company help to find out the way in which individuals do their work
as well as the way in which they dress or their behavioural patterns. The nature of the culture of a
particular organisation assists a person gain insight into the organisational interiors.
The secret to a successful position and its maintenance in the global market is to
understand and ascertain the ever changing needs and conduct the modification of culture
accordingly. The areas of operation as well as particular expertise of an organisation, it needs to
allows changes in its culture or modify its operations based on the needs. Just like every
individual, every organisation is also bound to have particular traits as well as characteristics. Or
it can be stated that the un-replicable characteristics of an organisation constitute its culture
(Cadden, Marshall & Cao, 2013).
There exist numerous characteristics of organisational culture. The range of these features
is varied and can have different levels from high to low. Quite simply the varying degrees of the
features are bound to have different levels of impact on the organisation (Carlström & Ekman,
2012).
The first characteristic is innovation. The specific organisations having high priority in
terms of their innovation involve their employees and ask them to take risks with constant
encouragement. Innovation is also required in their jobs as well as their level of performances.
There are several companies where innovation is not much encouraged. In such cases, the
employees keep on performing their jobs in a monotonous as well as boring way without any sort

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of encouragement. Due to this reason the workers continue according to their previous methods
of training as methods of improving their performance are not mentioned as well.
The second important characteristic is the attention to detail. The features of
organisational culture ascertain the degree of accuracy to which the employees of the
organisation are required to perform. In those cases where organisational culture gives
importance to detail, the employees are required to perform their work with both accuracy as
well as precision. In those organisations which do not focus on detail, the employees as well are
not asked for precision (Waddell et al., 2013).
Another important characteristic is the emphasis on the outcome. Various organisations
give focus only on the organisational outputs or outcomes. Much importance is not given to
nature of deriving the outputs. The value creation as well as the value itself is given primary
importance. Those organisations that pressurize their sales executives for getting orders
completed, irrespective of any scenario, it would not be incorrect to say that the primary
emphasis is on the outcome feature.
Emphasis on the people is another feature. Specific companies exist that give significant
importance to the people as well as impact their decisions. Due to this, the decisions which the
organisational stalwarts take are given huge importance for impacting the people.
Teamwork is another major issue. Particular organisations also give importance to the
concept of working as a team. Teamwork is extremely important even in the context of
organisational culture. Companies operating on a fruitful as well as positive connection between
the managers as well as the employees or the workers usually focus on the concept of teamwork.

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Aggressiveness is used to ascertain whether the group members of any particular
company should be easygoing or whether they should be strictly assertive in their method of
dealing with the sole competitors in the market scenario. Those companies which have a culture
of aggression give importance to the competitive attitude and the nature of outperformance
possessed by the company.
Stability is one of the inherent structures of an organisation which usually follows the
traditional framework. Companies having this as a characteristic are usually predictable as well
as company provided.
Having both positive and negative aspects of organisational culture is not unlikely. It also
acts as an emotional energizer. In case of worst situations the performance as well as
productivity of the organisation can be harmed.
The concept of organisational culture is very important as well as intriguing. It can be
considered as a form of adhesive that helps to bind the entire operations of the organisation. The
culture of the organisation can be considered as its immune system (Mohr, Young & Burgess,
2012).
There is the possibility of numerous internal as well as external factors impacting a
specific organisational culture.
The resistance to the change in an organisational culture is a particular situation in which
the organisation’s employees resist the proposed change after sensing the arrival of the change.
There is always an approach of resisting the changes to be made as many employees fear their
existing positions and have no intentions of jeopardising them (Nordin et al., 2012).

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There exist various reasons that have the possibility of influencing the employees of a
company to resist change. Out of them the most important reason is the lack of communication.
This situation is because in several situations the authorities in charge of making changes and
taking decisions do not inform the employees. This has a possibility of leading to resistance from
the employees. In cases when the employees are not at all contacted they feel left out as well as
resistant. No involvement in the decisions of the company may be a cause of irritation of the
employees (Mazzucato & Perez, 2014).
In certain situations, many misunderstandings are present regarding the need for change
in a particular organisation. According to the people working for the company, change in culture
is not that much of a necessity. Changes in concepts as well as cultures of an organisation are
considered to be erratic or temporary and majorly considered to vanish just after the
implementation itself. Errors in communication are bound to lead to the resistance of the
employees. Instances of employees falling prey to their own errors of judgement are also seen.
Apart from this, thoughts not only focus on the change and its resistance but also it is felt
that changing requirements cannot be helpful in meeting their requirements. It is also common
opinion that ability to implement change is non-existent or very low in case of the companies. It
is also felt that the implemented changes are bound to fail and as a consequence the decision will
also prove to be wrong. Employees also feel that the changes in the culture are not consistent
with the organisational values. Even the trust on the authorities is shaken in many cases (Vaara et
al.,2012).
By nature, every individual desires safety. Additionally in cases of involvement in huge
organisations, with everyday changing ball games, change implementation is not properly

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accepted. Fear of the unknown plays a huge role in the resistance to the changes. No sort of
rewards or incentives being provided also is bound to lead to anger within the employees and
teams as well as leads to resistance. For prospering in the global market an organisation is
required to take its employees along (Newman, 2012). A company cannot move forward without
the assistance of the employees so they should aim to stop the resistance in some way or the
other. There are possible ways in which the employee resistance can be stopped (Grant, 2014).
It is to be kept in mind that the companies should keep updating the employees about the
changes they wish to make in their existing culture. Updates should be govern at seminars as
well as meetings (Hayes 2014).
Employees also need to know the new and innovative business strategies and techniques
to be adopted. Unless every individual of the company understands the company strategies they
will not be able or willing to contribute positively to the organisation (Huhtala et al., 2013).
There should be one representative from each team at all conducted seminars and meetings to
keep all the teams well informed. The representatives should posses the characteristics of being
vocal expressive and should have proper communication skills. Efficient personalities should
help in the smooth running of the organisation. Team wise goals help the entire company in
moving forward (Mitchell, 2013).
Lastly the successful implementation and compensatory benefits and bonuses should be
linked. Reports of time-wise performance should be kept and studied carefully for determining
trends in progress. Promised rewards should definitely given in the stipulated time in order to
keep the motivation alive among the employees.

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Change is impacted by a number of internal and external factors implementing the
change requirement in any organisation. In case the negative impacts on a particular company
can be removed successfully it is bound to lead to a new found and obviously better brand image.
Several internal as well as external factors need to be considered such as both intra and inter -
company competitions, changes in the nature of the organisational target, failure n achieving
goals and so on. It can finally be concluded that it is imperative for a company to understand its
true goals as also the impact of the organisational change along with its successful management.

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