The paper "Transforming Corporate Culture at Heinz Australia " is a great example of a management case study. Culture web consists of six elements which together constitutes paradigm (Barker & Robyn, 2004). The analysis of the elements helps in getting the bigger picture of the organisation culture. The elements of the cultural web are stories, rituals, symbols, organisation structure, control systems and power structures. Using the cultural web at Heinz, it is possible to analyse how it has changed under Widdows’ leadership. Prior to Widdows joining Heinz, the reputation of the company was worse than it is.
The stories which people said of the organisation were on the bad reputation it had gained. The company was utilising a lot of revenue to replace departing staff. The organisation changed its story and has now a reputation of a great place to work under Widdows leadership. Widdows is now talked about as a hero who brought change. Rituals and routines changed under Widdows leadership. The employees used to work for long hours but the present routine introduced flexible working week. Widdows worked in changing the organisation structure.
The organisation became less hierarchical with staff reduction and eliminating complexity in the structure. The staffs were reduced by 25% and there was a restructuring of the board. The control system which was previously punitive was changed and the employees are freer and rewarded for their efforts. For Widdows to change the organisation culture, he had to re-mould the values, beliefs and the work behaviours of the employees. This is a process that involved a lot of work (Graetz, Rimmer, Smith & Lawrence, 2010). Based on your cultural web audit, identify the key forces against change As Widdows carried out change at Heinz, there are several forces against change.
The organisation had a complex structure which had led to confusion and conflict. It was not possible to identify the functional roles and responsibilities. The first force against change was concern over the personal loss (Harvey, 2010). The staff reduction was the first strategy was to be carried out within two months. The initiative meant that the staffs were to be reduced by 25% and the board restructured.
This meant that it was a personal loss for the staffs that were to lose employment. The staffs were bound to resist any move that would deny them the benefits they enjoyed at the company. Uncertainty is another force against change that was experienced at Heinz (Spector, 2011). Being new to the organisation, the staff could not be sure whether his move would be of benefit to the organisation. There was also a lack of trust. To win trust among the employee was a task needed before embarking on the change. For the employees, they were not sure that Widdows’ initiative would solve the problems they had in the company.
The company had been less supportive to the employees and some of them were in despair. There was little communication between staff and employees. For the employees to adapt to the new management style there was bound to be some resistance for the change as explained (Graetz, Rimmer, Smith & Lawrence, 2010).