TABLE OF CONTENTS
A) INTRODUCTION…………………………………………………………………………………..2
EXTERNAL SOURCES OF ORGANISATIONAL CHANGE……………….2
Economic……………………………………………………………………….2
Technology…………………………………………………………………….2
Social-Cultural………………………………………………………………….3
Political…………………………………………………………………………3
International……………………………………………………………………3
INTERNAL SOURCES OF ORGANISATIONAL CHANGE……………….3
People………………………………………………………………………….4
Structure……………………………………………………………………….4
Process…………………………………………………………………………4
A Crisis…………………………………………………………………………………………………4
Changes in Employee Expectations…………………………………………………….5
CONCLUSION………………………………………………………………….5
B) INTRODUCTION………………………………………………………………5
WHAT IS ORGANISATIONAL CULTURE……………………………………………..5
The Review on Employee Resistance to Change
... for Human Resource Managers Engaging with Culture Change. Journal of Organisational Change Management, 25(4), 748-764. Bovey, W. H., ... 332-348. Smith, I. 2005. Achieving Readiness for Organisational Change. Library Management, 26(6/7), 408-412. Yilmaz, D., ... S., & Weber, J. E. 2001. Changes in Employee Perceptions During Organisational Change. Leadership & Organisation Development Journal, ...
ORGANISATIONS ABILITY TO CHANGE………………………………….7
CONCLUSION…………………………………………………………………7
REFERENCES……………………………………………………………….….8
A.
Introduction
Change is inevitable in all walks of life if there is need for progress or development. Organisations on the other hand cannot be excluded from this group, however an organisation according to Macmillan English Dictionary (2002) is simply defined as a group of people who have a particular shared purpose or interest, for example a charity or political party. It is clear from this definition that these parties need growth for them to survive and this will only come up due to a change. Also on the other hand due to the nature of the compositions of the organization, factors that might enhance this change would definitely be both external and internal and will definitely be different according to the nature and size of the organisation.
EXTERNAL SOURCES OF ORGANISATIONAL CHANGE
It should be noted that external factors are out of reach in terms of influence;this means that the organisation has no power to change these but simply have to adjust their policies in order to correlate with them. Some external factors are as follows.
Economic
These are competitors, suppliers, interest rates, unemployment, income settlement, credit policy, gross domestic product, inflation, the level of international trade. All these factors have an effect on the need for changes in the organization. You need to track them in order to make the right decisions for change and even though you cannot find a policy that will favour all of them, the best alternative should be chosen.
Technology
Technology is the use of knowledge, methods, techniques and means that transform inputs into the output in an organization. The rate of technology effects as external sources of organizational change varies from industry to industry according to nature and size. The best form of technology to be adopted is Appropriate Technology which uses the most abundant resource that the organisation has and economises on the scarce one. But on the other hand change due to technology is inevitable because technology is advancing all the time.
The Essay on Introduction To Change In Technology
Over the years as technology keeps improving, more and more people are using it in their lives. Technology has become a significant matter in all our lives. Though some are addicted to it, others only using it once in a while, but still we all have used it at least once. Thankfully we have technology which makes our lives easier. But is technology really a change for the better. Firstly I believe ...
Socio-cultural
The external environment as a source of organizational change present peoples values, habits, norms, attitudes and demographic characteristics. Every society has different sociocultural characteristics based on the region, ethnic basis or settlement. All these different factors affect the business. Also the fact that every person is unique and complex too and the personal values that each person holds or has, will have a rather negligible impact on the organisation as a whole but if these are put together can form a set of common traits that might cause a change in the organisation.
Political
This area deals with the laws and by-laws imposed by the parliament as well as regulations issued by the government. Political area contains elements such as legislation, the stability of government, strikes, political situation in neighbouring countries, taxation. Other might include for example the introduction of Wind Fall Taxes and also price ceilings on some goods. These changes must be incorporated in the organisation as they might affect calculations of normal or abnormal profits.
International
This is the country where the company exists is a narrower or fragment of many more companies around the world, like Multi-National Companies. These have a very large influence on the organisation because it does not have any power to change these international or global factors but has to move abreast with the other fragments around the world. For example the World Economic Crisis affected all organisations in the world regardless of size and nature of business.
INTERNAL SOURCES OF ORGANIZATIONAL CHANGES
Internal sources of organizational changes are forces which appear in the interior of the organization. These however can be controlled because they are from inside the organization. Internal factors consists of the following
A Crisis
This may also stimulate change in an organization. Strikes or walkouts may lead management to change the wage structure. The resignation of a key decision-maker is one crisis that causes the company to rethink the composition of its management team and its role in the organization.
The Term Paper on The Effectiveness of Organizational Culture
Discuss the effectiveness of organizational behavior in organization. Data was collected from secondary data management book, magazines and management journal research by researchers regarding organization behavior. 1. 0Introduction Organizational culture is complex and complicated it has a significant influence on the performance of an organization. Organization culture also has significantly ...
People
People are those that carry out all activities in the organization. You can have the best structure and the best process, but without people in the process of transformation of the input to the output, you will not be able to perform anything. It is for this reason that it is a fact that the most important assets of any organisation are its employees. People in the organization can be managers or employees, but all they represent a source of organizational change. Employees are they which must take the initiative to change their work places, or changes in work tasks for more efficient and effective performance and according to what will be most comfortable for them.
Structure
The structure of the organization does not allow the appearance of chaos in the work. It gives the mutual relations of all components of the organization without any bias towards one aspect. Organizational structure defines the place of employees in the organization according to the hierarchy and the role of them through the rules, norms and procedures. Over time, organizational structure cannot answer to the needs for efficient and effective work of the organization and become internal source of organizational change because this structure should at one time change as long as the organisation is growing. For example an organisation that had only employed a hundred employees has grown to employ almost a thousand has to change the structure because one manager cannot manage all those people at once but will need subordinates to help him run the organisation and hence cause a change in the structure.
Changes in Employee Expectations
This also can trigger change in organizations. A company that hires a group of young newcomers may be met with a set of expectations very different from those expressed by older workers. The work force is more educated than ever before. Although this has its advantages, workers with more education demand more from employers. Today’s workforce is also concerned with career and family balance issues, such as dependent care. The many sources of workforce diversity hold potential for a host of differing expectations among employees.
Conclusion
In conclusion there are many factors that cause organisational change and most of them can be married with the factors mentioned above. However it should be noted that there are two extremes to organisational changes and these being External Factors, which cannot be manipulated but can only be taken as they are and also Internal Factors, which can be manipulated and tailor-made according to the comfort of the organisation.
The Essay on How To Change Your Culture
Changing your organizational culture is the toughest task you will ever take on. Your organizational culture was formed over years of interaction between the participants in the organization. Changing the accepted organizational culture can feel like rolling rocks uphill. Organizational cultures form for a reason. Perhaps the current culture matches the style and comfort zone of the company ...
B.
Introduction
Organisational cultures are very important because they are the bedrock of an organisation and in a way define the organisation and also the abilities it has. This culture can be attributed to an individual’s personality, just like the personality will tell one of the likes, dislikes, interests and norms that govern an individual and so does the culture of an organisation as it presents the norms, beliefs and experiences of the organisation.
WHAT IS ORGANISATIONAL CULTURE?
There is no single definition for organizational culture as it has been studied from a variety of perspectives ranging from disciplines such as anthropology and sociology, to the applied disciplines of organizational behaviour, management science, and organizational communication. Some scholars came up with the following definitions;
Organizational culture is an idea in the field of organizational studies and management which describes the psychology, attitudes, experiences, beliefs and values (personal and cultural values) of an organization. It has been defined as “the specific collection of values and norms that are shared by people and groups in an organization and that control the way they interact with each other and with stakeholders outside the organization.Charles W. L. Hill, and Gareth R. Jones, (2001)
According to Kroeber and Kluckholn (1952) culture consists of patterns, explicit and implicit, of and for behaviour acquired and transmitted by symbols, constituting the distinctive achievement of human groups, including their embodiment in artifacts.
The Term Paper on Globalization and Culture Change
From a sociocultural anthropological perspective, by investigating how globalization affects different parts of the world we can build a better understanding of how global structures affect social and cultural practices. Globalization is the worldwide interdependence of economic and cultural activities through the interchange of worldviews, goods, beliefs, and other aspects of culture (Lalonde ...
While others like Hofstede (1980) defines culture as, the collective programming of the mind which distinguishes the members of one human group from another. The interactive aggregate of common characteristics that influences a human group’s response to its environment.
Anthropologist Symington (1983)defined culture as, that complex whole which includes knowledge, belief, art, law, morals, customs and capabilities and habits acquired by a man as a member of society.
Others still went on ahead and defined it as that which consists of totality of assumptions, beliefs, values, social systems and institutions, physical artifacts and behaviour of people, reflecting their desire to maintain continuity as well as to adapt to external demands. Sinha (2000)
And also a system of knowledge, of standards for perceiving, believing, evaluating and acting that serve to relate human communities to their environmental settings. Allaire and Firsirotu(1984).
In summary, organisational culture can be defined as a set of values that govern an organisation, they however are very important because these values differ from organisation to organisation. The grass roots to organisational culture are the people because it is the personal beliefs, experiences and values that sum up and form common traits that are then adopted by the organisation and is defined by them as its culture.
ORGANISATIONS ABILITY TO CHANGE
Even though organisations need change for them to progress and grow, they should still operate within the norms and beliefs that define and govern them, for this reason however organisational cultures form a rather rigid environment for organisations to change because not all appropriate changes will be within the norms and beliefs of the organisation.
Culture impacts most aspects of organisational life, such as how decisions are made, who makes them, how rewards are distributed, who is promoted, how people are treated, how the organisation responds to its environment.Stern, S (2002, pp. 2-3)
Since it is within the culture that organisations operate, it means that if change is to be brought about successfully it is most likely to involve changes to culture. Any change will affect the culture and the culture will affect or constrain the change as cultural change is intimately bound up with the process of organisational change. Craine, S (1998)
The Essay on Matsushita and Japan’s Changing Culture
1. What were triggers of cultural change in Japan during the 1990s? How is cultural change starting to affect traditional values in Japan? Cultural change in Japan during the 1990s has a few factors. One of them was the richer society. The society being richer than the previous times made the new generation feel that they had greater opportunities rather than being tied to a company for life and ...
The culture being the interface in which the organisation operates and so if it changes and so does the organisation. For example a computer can only operate if there is an operating system which has unique features from other operating systems and changes can be made to these various features but all should be compatible with thisoperating system. Just like this illustration, the operating system is the culture while the features are the other factors within the organisation. These features can however change but their change should be within the boundaries of the culture which in this example metaphorically is the operating system. However there are times when you need some features that are not compatible with the current operating system but are particularly appropriate at that time and changing the whole operating system (culture) will cause a change in all the features including the appropriate ones. So it can be seen from this example that changing the culture of an organisation means changing the whole nature of the organisation and so it is very difficult for organisations to change because they have to operate within their culture. Culture is often deep-rooted and committed to the objectives and policies of the organisation. And is usually reinforced through the system of rituals, patterns of communication and perceptions of the psychological contract.
Conclusion
In conclusion The fact that culture attributes to the nature, norms and experiences of the employees and on a bigger picture those of the organisation, any change that occurs in the organisation means that the personal values that govern employees should in a way change too and this change is almost inevitable because they have to change their whole personality and in the end be a new being all together. So this will cause rigidity even in the change of the organisation as whole.
References
Charles W. L. Hill, Gareth R. Jones, 2001,StrategicManagement.Houghton Mifflin.
Black, Richard J. 2003,Organizational Culture: Creating the Influence Needed for Strategic Success, London UK,
Laurie J. Mullins, 2007, Management and Organisational Behaviour, Eighth Edition, Prentice Hall, Halow, England.
Stephen P. Robbins, Timothy A. Judge, 2008, Organisational Behaviour, Thirteenth Edition, Prentice Hall, New Delhi, India
Macmillan English Dictionary For Advanced Learners, 2002, First Edition, Bloomsbury Publishing Plc, united Kingdom.
http://en.wikipedia.org/wiki/Organizational_culture (Monday 8th August 2011. 1158am)
http://www.entrepreneurshipinabox.com/9/organizational-change-source/feed (Monday 8th August 2011. 12:07 pm)
http:/www.answers.com (Monday 8th August 2011. 12:16pm)
