CREATE a culture change – Driving organizational culture change

The most difficult part of business transformation is to change the culture of an organization, that is, the thought and intuition of company employees. The organization culture is like an iceberg, most of which is lower than the water surface.

Existing culture is based on shared philosophy, ideology, values, assumptions, beliefs and attitudes. To transform, maintain and enable the evolution of culture is a complex process that requires clear strategic goals, coordination of support goals and long-term planning, and resource mobilization.

Enhance vision and goals - Make sure that everyone in the organization has a clear understanding of vision, values, cultural norms and ways in which these factors can succeed.

Change practice without changing value - Leaders often develop new plans and policies without trying to change the basic belief that leads to individual choice. Employees and supervisors who do not believe the change can not at best support it or, in the worst case, destroy it.

Mixing "supported" values ​​and basic values ​​- Leaders often develop and release new values, but do not forget to change the way of thinking about employee's world mechanism. Failure to do things under the surface will eventually impair organizational change.

Any cultural change involves changing the way people think and intuition all of the company. This will not happen overnight. Therefore, continuing along this path for one to three years requires patience and perseverance and usually requires a comprehensive and thorough cultural change of the organization.

We all know that change is difficult. However, when we try to bring about changes in organizational culture, everyone at the company increases this difficulty. If you start planning to organize cultural changes without planning the difficulty of change you may feel that you have not succeeded as before. Current bias refers to situations where people do not want to act or persist in existing decisions. Current prejudice is not necessarily a bad thing; it is best not to take action from time to time. However, if you believe that this bias prevents an organization's important change in organizational culture, you need to present a case that explains why the current situation does not meet the needs of the company.

So far it is clear that cultural changes are inherently quite vague. Hatch's (2000) organizational culture transformation model highlights the role of leaders and followers in the creation and transformation of organizational culture. In general, these changes are getting out of traditional control, and the leaders of traditional control set a strict requirement leading to fear. The problem with cultural and cultural change is that everything is cultural. Weber (1978) also discussed the cultural changes that he believes are attributed to unique and special attractive interventions. In addition, Weber believes that the role of senior management as the main source of information is given by an important role in cultural formation.

European Journal of Science, March 2014, Volume 10, No. 7 ISSN: 1857 - 7881 (Print) e - ISSN 1857 - 7431

If the organization does not have a healthy culture, or if you need to change some organizational culture, the process of change may be difficult. Organizational culture may interfere with new change initiatives, especially if you understand employee expectations and behavior within the organization. Mar (2016: 1) has confirmed this and believes 70% of the change efforts failed due to the culture of the organization's employees. One of the main reasons for this difficulty is that the organizational culture and the organizational structure embedded in it often permanently reflects the initial "imprint" and shows a considerable level of inertia. Reduction in employee turnover, impact on employee behavior, company improvements, realignment of company goals and / or reorganization of organization size, improvement of customer service, and / or goals and results of certain companies Cultural change is necessary to achieve.