Essays on Transforming the Corporate Culture at Heinz Australia Assignment

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The paper "Transforming the Corporate Culture at Heinz Australia " is a good example of an assignment on management.   Strategic change is a major problem that faces firms. Using the cultural web, it becomes easy to address the cultural change which is strategy-driven. The cultural web is a tool invented by Gerry Johnson to help in achieving change (Stanford, 2010). Organizational culture refers to how things are done in an organization (Kotter & James, 1992). Using the tool, it is possible to discuss how the culture has changed at Heinz and how it continues to evolve under Heinz.

The elements of the cultural web are stories, symbols, rituals, paradigms, power structures, control systems, and organization structure (Murthy, 2007). Paradigm is the set of assumptions that the organization takes for granted (Stanford, 2010). Heinz had a low risk and punitive culture which was inward focused when Widdows joined. The company culture had led to resentment and defensiveness by the employees. This was the first area that Widdows initiated change into a culture that was rewarding success (Graetz, Rimmer, Smith & Lawrence, 2010). Routine refers to workers' behavior towards each other (Stanford, 2010).

When Widdows joined the company, the employee had resentment and defensiveness among each other. Widows changed this routine and ensured that the employees were able to establish a great place to work. Widdows worked on enhancing and changing the organization's rituals. This refers to aspects of organizational life that reinforce culture (Stanford, 2010). Another area in the cultural web addressed by Widdows is the power structure; widows reduced the number of the employees and restructured the board. Under Widdows's leadership, Heinz is still evolving to be a great place to work with the idea of a great place to work being implemented (Graetz, Rimmer, Smith & Lawrence, 2010). One of the major problems in making change is the fact that organizational culture is hard to change (Stanford, 2007).

One of the key forces in changing organizational culture is the linkages on the web. Those who were in top positions would oppose any organization change that would make them lose power. The organization structure was also complex which had led to confusion over roles.

References

Graetz, F., Rimmer, M., Smith, A & Lawrence, A 2010, Managing Organisational Change, Milton, Qld, John Wiley & Sons.

Kotter, J. P & James L. H 1992, Corporate culture and performance, New York, Free Press.

Meyer, M 2000, Organisation culture, Randburg, Knowledge Resources.

Murthy, C. S. V 2007, Change management. Mumbai, Himalaya Publishers, House Pvt.

Stanford, N 2010, Organisation culture: getting it right, London, Profile.

Stanford, N 2007, Guide to organisation design creating high-performing and adaptable enterprises, London, Economist.

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