Planned change management programs that are attempting to make large-system cultural changes in an organization are among the most difficult to manage. When addressing cultural issues, it is important to understand the current
large-system and subsystem cultures, plan for a process that leads to a new cultural norm, and determine what steps to take to transition the culture.
One example of a large cultural shift might be an organization growing from being a family-owned, small-to-midsize organization to a publicly traded organization with international locations. Create a presentation that addresses the following issues associated with such a change:
- What steps would you take to diagnose the current culture?
- Discuss the elements of an organizational culture.
- How would you identify which elements of culture need to be addressed in
this large system change?
- What recommendations do you have for the organization as it manages the
system changes as they relate to culture?
An organization's culture is described as shared identity and beliefs the make up a company's identity. If this shared identity and beliefs a company stands for are in change, the reaction of the market and its employees' relationship to the company will change as well.
Current Organizational Culture Diagnosis
An organization's culture usually models the culture of its founder. For example, it the founder of the organization was an innovator, the culture of the organization will usually be innovative. In other words, ...
The cultural shifts in planned changed management programs are examined.