This document discusses culture change in organizations. It defines culture as basic assumptions, beliefs, and values that are shared by a group and taught to new members. The document notes that successful culture changes require leaders to embrace and teach the desired changes, create engaged teams, and sustain focus on the culture shift through monitoring and adjustment. An example is provided of Hewlett-Packard changing its culture to encourage work-life balance, which increased productivity and retention without loss of hours.
This document discusses culture change in organizations. It defines culture as basic assumptions, beliefs, and values that are shared by a group and taught to new members. The document notes that successful culture changes require leaders to embrace and teach the desired changes, create engaged teams, and sustain focus on the culture shift through monitoring and adjustment. An example is provided of Hewlett-Packard changing its culture to encourage work-life balance, which increased productivity and retention without loss of hours.
This document discusses culture change in organizations. It defines culture as basic assumptions, beliefs, and values that are shared by a group and taught to new members. The document notes that successful culture changes require leaders to embrace and teach the desired changes, create engaged teams, and sustain focus on the culture shift through monitoring and adjustment. An example is provided of Hewlett-Packard changing its culture to encourage work-life balance, which increased productivity and retention without loss of hours.
This document discusses culture change in organizations. It defines culture as basic assumptions, beliefs, and values that are shared by a group and taught to new members. The document notes that successful culture changes require leaders to embrace and teach the desired changes, create engaged teams, and sustain focus on the culture shift through monitoring and adjustment. An example is provided of Hewlett-Packard changing its culture to encourage work-life balance, which increased productivity and retention without loss of hours.
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Culture Change
Who,What,Why, and When
Key Points Culture Culture Change, Why? Successful Change Teach and Embrace Creating the Team Sustain
Culture Schein: A pattern of basic assumptionsinvented, discovered, or developed by a group as it learns to cope with its problems of external adaptation and internal integrationthat has worked well enough to be considered valid and, therefore, to be taught to new members as the correct way to perceive, think, and feel in relation to those processes. (Schein, 1985, p. 9)
Do We Need To Change? Research shows when organizations need to change they need to understand what change is needed(Levin & Gottlieb, 2009). Many organizations try to change too much at once and go away from their core competency's(Levin & Gottlieb, 2009). Organizations need to keep their critical aspects and build new ideas off of them(Levin & Gottlieb, 2009).
Successful Culture changes
Hewlett Packard. Problems several years ago encouraged HP to change its culture; staff are required to formulate three personal and three professional goals each year, and are encouraged to cheer those that meet them, such as getting away early to be with family. Two years into the program, HP reports no loss in productivity despite staff working shorter hours and there is an increased staff retention rate. The program has been marked by the extent to which managers bought in, and modeled it in their personal lives(Sadri & Lees,2001).
Teach and Embrace
Leaders need to embrace the desired change Leaders need to teach associates on how to change Leaders need to walk the walk
Believe/Believe/Believe/Believe
Create the right team
Creating the right team is important in any change you want to make, but critical in shifting culture. The research shows that forming the right teams, and engaging them into business units and cross function groups, helps them perform at higher levels(Levins,I & Gottlieb,2009). People will come up with great ideas when engaged and empowered to do so(Ohno,1988).
Staying the course
This principle refers to the importance of managing the culture change. Key planning and realistic goals must be set to achieve goals in the culture shift. Targets and timelines must be established(Alrawi,Hamdan, 2013). The plan must be monitored and measured for results(Levin,I & Gottlieb,2009). This will allow the leadership team to keep the focus on the culture change and make sure it has not stalled.
References Sadri, G., Lees, B. (2001), "Developing corporate culture as a competitive advantage", Journal of
Management Development, Vol. 20 No.10, pp.853.
Alrawi, K., Hamdan, Y., Al-Taie, W., & Ibrahim, M. (2013). Organizational culture and the creation of a
dynamic environment for knowledge sharing. International Journal of Management and Innovation, 5(1), 111. Retrieved from http://search.proquest.com/docview/1430305701?accountid=28644 Levin, I., & Gottlieb, J. Z. (2009). Realigning organization culture for optimal performance:
Six principles & eight practices. Organization Development Journal, 27(4), 31-46. Retrieved from http://search.proquest.com/docview/197997585?accountid=28644
