The paper "Organization Culture and Change" is a great example of management coursework. Culture is the atmosphere and practices that organizations develop in their day to day handling of people (Schein 2004). The identity of the organization is therefore determined by culture. Culture, therefore, give Organizational Culture can be defined as the shared assumptions, norms, values, beliefs, attitudes and behaviors of employees in a given organization. Culture determines the way in which things are done around the organization. There are two levels of corporate culture; the visible and the invisible levels, the culture iceberg analogy (Schein 1990).
The visible levels of the culture iceberg consist of the observable legends, dress, signs, behaviors, ceremonies and physical setting. The invisible levels of the culture iceberg involve the underlying beliefs, values, feelings, assumptions and attitudes. Organizational change often focuses on the visible levels. Most health organizations focus on the invisible levels of culture to achieve a successful organizational change. Research studies have found a significant correlation between certain types of culture and economic performance of the organization (Dension 1990; Kotter and Hesketti 1992; Sorensen 2002).
A high performance organizational culture creates the ability for an organization to attain its goals and objectives. The purpose of this paper is to argue that the culture of Queensland health does not support the achievement of their goals and objectives (Bradley and Parker 2006). There are several key elements for a high-performance organizational culture to lead to results improvement and enable the organization to compete in a highly dynamic environment. First, a high-performance culture must have a well-defined organization vision and mission. The mission and vision of an organization explain why the organization exist (Denison and Spreitzer 1991).
It serves to inspire, enlighten stakeholders, generate client loyalty, ignite employee zeal and encourage discretionary effort. A high-performance organizational culture must also have common organizational values. Organizational core values serve to guide employee behavior and shape business practices as the organization strives to deliver its promises to its clients, employees and external stakeholders. The organizational core values, therefore, act as guiding principles and rules as regards the behaviors of all stakeholders (Bradley and Parker 2001). Another characteristic of a high-performance organizational culture is shared accountability.
The organization cannot achieve high performance unless every employee becomes accountable for his/her results. Hence, an organization culture should be result-based, that is, it identifies and communicates key organizational targets, goals and strategic priorities and holds every employee accountable to achieve these targets (Willlcoxsom 2000). To enhance accountability, an organization culture should provide timely, accurate and reliable information to all employees. Therefore, an organization culture should be supportive and performance-focused. It should develop a mechanism for rewarding and recognizing employees who exhibit the desired cultural values.
A high-performance culture should have open and transparent communication and develop appropriated communication channels which encourages feedback at all levels. This is to ensure that information is cascaded effectively from the top management level to the front-line levels (Bradley and Parker 2000). Changing organizational culture is a huge challenge, especially for an organization with a large bureaucratic structure like Queensland Health (O’ Farrell 2006). Changing organizational culture can also be difficult as it can be a significant source of stress and job dissatisfaction. Organizational change can result to change fatigue as employees become sarcastic and exhausted as they respond to change initiatives.
To prevent change fatigue, it is important to allow breaks between change initiatives as this will help employees to practice and develop new skills, master new work practices and recover from strain experienced during the change process. Organizational change is a process which occurs over a long period of time. It is therefore important to select a team of committed leaders who can serve to facilitate the process (Papa 2008).