The Impact of Culture on Organizational Change

Culture that has the best strategy in the world but does not allow you to achieve this strategy is destined to fail from the beginning. Want to be the first market to offer the most innovative products, but live in a bureaucratic and risky organization? You are very likely to become the first person anywhere. I want people with the highest quality and lowest failure rate, but I live in a loose organization, do people make swift decisions without too much data? You may be chasing after actively trying to gain your goal in vain.

Culture is the sum of beliefs and values ​​that shape behavioral norms and decide how to do things. There are several continuums that help define the culture of the organization. Will the organization be moved by results and achievements, relationships and people? Is the organization internal or external? Is the organization adaptable and flexible, or is it structurally stable?

Culture communicates a lot about the organization. What kind of information does the leader have about their words and actions? What kind of behavior is being strengthened? Do you promote conflicts or risks, or will they interfere? How do people communicate? How do people learn and share company knowledge? Do you think that you are willing to change the organization?

Some people think that it is difficult to change cultures ... Even knowing the gap between the current state and the culture we want can not change it. It's not. There are real, tactical activities and leadership actions that can shape a new culture

For example, if your organization lacks customer focus, we insist that each manager and more managers spend at least a day with customers on a quarterly basis. Or if you make decisions on the spot in the organization without sufficient data (not suitable for pharmaceutical companies), stick to all projects using Six Sigma or similar tools. Or, if the organization is too careful to respond quickly to new requests (not a good thing for software companies), it will orally encourage the team to speed up decision-making and try new things. We appreciate adventure and new ideas, so big publicity party failed for the first time.

Even if we take organizational changes seriously, we can not ignore the culture of the organization. If this culture is inconsistent with the changes that need to take place, culture needs to be dealt with. If we decide we do not want to play our role to change culture, we will suffer from the outcome of failure.

Organizational culture embodies the company's potential value and tradition. It affects employee behavior, customer expectations, and organizational norms. In some cultures organizations often adopt a change-oriented culture to maintain competitiveness in changing markets, or adopt a culture that is not rock and roll in situations where competition is restricted. Traditional culture focuses on ROI and short term profit, but in the long run this strategy usually has a negative impact. For example, unloading defective products to consumers, reducing training programs and employee benefits, or developing performance-earning programs is a long-term failure method of empirical research.

This section outlines the mechanism by which the organization's culture and structure interact. First, I will explain how organizational culture affects organization design and implementation, and then explain how organizational structure affects organizational culture. Organizational culture affects organizational structure through its design and implementation. The organization culture achieves the influence on the organization structure through the formation of the top management interpreter program and top management selects the organization structure model (James, James, Ashe, 1990). Culture creates a reference frame in which organizational management considerations and reasoning are disseminated in the decision making process of the organizational structure model.