The paper "Corporate Culture at Heinz Australia" is a good example of a management case study. Strategic change is a major problem that faces firms. Using the cultural web, it becomes easy to address the cultural change which is a strategy-driven. The cultural web is a tool invented by Gerry Johnson to help in achieving change (Stanford, 2010). Organisation culture refers to how things are done in an organisation (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, paradigm, power structures, control system and organisation structure (Murthy, 2007). Paradigm is the set of assumptions that the organisation 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 which was rewarding success (Graetz, Rimmer, Smith & Lawrence, 2010). Routine refers to workers behaviour 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 organisation rituals. This refers to aspects of organisation life which reinforces 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 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). Based on the cultural web audit, identify the key forces for and against change. One of the major problem in making change is the fact that organisational culture is hard to change (Stanford, 2007).
One of the key forces in changing organisational culture is the linkages on the web. Those who were in top positions would oppose any organisation change that would make them lose power. The organisation structure was also complex which had led to confusion over roles.
By declaring that he was to reduce the staff, there was expected to be a force against the effort by the staff. None among the staff would have wanted to lose a job. The case states that there was cynicism among the staff when he started the process of change. The management, in this case, seems to be the main force against change (Graetz, Rimmer, Smith & Lawrence, 2010). Looking at the employee's aspect, the culture had been punitive and inward-focused.
The employees at Heinz were used to the punitive culture which they resented. This meant that the employees would have welcomed change as they were the beneficiaries. The staff had lost morale under the previous culture, leading to some leaving the job. Thus, it is evident that employees were the force for change. The employees had to support change initiatives by Widdows as it promised that a good place to work where their ideas and efforts were respected and appreciated (Graetz, Rimmer, Smith & Lawrence, 2010).