The paper "Changing Organisational Culture" is a great example of management coursework. Organisational culture is the combined programming of the mind that makes the members of a group distinct from the other. It provides an effective manner through which the notions and concepts of an organisation can be understood (Sun 2008). In practice, therefore, no matter how small or large an organisation is, it must have an organisational culture that distinguishes it from another organisation (Alvesson & Sveningsson 2007). This paper examines why changing organizational culture is a challenge facing managers in the public sector.
It further explores how public managers effectively plan and manage organization culture Organizational culture Organizational culture is apparent in the distinctive features of an organization (Sun 2008). Put differently, it should be viewed as the right manner in which people do things or solve problems within an organisation. It is an accepted view that organisational culture consists of the deep-rooted values and opinions the personnel within an organisation share. According to Lunenberg (2011), organisational culture consists of the distinctive outcome resulting from entwining individuals within collective and community programming of the mind that tells them apart from other people. Its components comprise beliefs, values, opinions, customs, and norms that people hold in common with other individuals of the same group or social unit.
Sun (2008) further posits that it is a set of shared beliefs and values that interact with an organisation’ s organisational structures, people and control systems to generate certain behavioural norms. Plainly put, the term organizational culture describes the “ set theory” of vital beliefs, values, norms, and understandings that organisational members share or make them distinct.
Alvesson and Sveningsson (2007) suggest that cultures offer the best systems of feeling, thinking as well as reacting that can assist managers to arrive at decisions or coordinated organisational activities organization. Strong and established culture: culture maturity and readiness for change As Combe (2014) suggests, companies with strongly established cultures or cultural maturity have high readiness for change or agility. This is specifically so for organisations with an established reputation around their corporate cultures. Strong and established culture signal change maturity. According to the Change Management Institute (2012), change maturity is a key component of organisational agility that enables organisations to constantly adapt and meet changing economic and competitive challenges.
The Change Management Institute (2012) defines such an organisation as having a clearly defined vision, change monitoring mechanism, and adaptive change mechanisms. For instance, Wal-Mart’ s culture deeply ingrained and has reached a stage of change agility adaptability. The company has reached cultural maturity leading to low readiness for change (Prenhall nd). The culture of low prices has also been passed on from Sam Walton’ s vision of keeping prices low. To Walton, value for money and frugality were idea forms of business.
Apparently, Wal-Mart had operated its stores based on this philosophy (Prenhall nd). When it comes to the symbol, Wal-Mart used the mission catchphrase “ Everyday low prices” and later. “ Save money, Live Better, ” both of which have made Wal-Mart distinct for its low prices and readiness of its staff to make the customers happy by caring for their wellbeing. The culture of frugality and thriftiness, which was founded by Sam Walton has characterised the company is evident at the company’ s headquarters in Bentonville, where the premise is old-fashioned and less exciting and where employees have formed the culture of working for long hours, beginning from 6.30 a. m.
and working through weekends (Prenhall nd).
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Lunenberg, F 2011, "Understanding Organisational Culture: A Key Leadership Asset," National Forum of Educational Administration and Supervision Journal vol 29 no 4, pp.1-12
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