Cultural change and managerial careers essay

Essay on organisational culture Organisational Culture J. Steven Ott and Abdul M. They collectively determine the areas in which an organization can place claims on employees' energies, enthusiasms, and loyalties. As we all know, a manager can use legitimate authority to issue formal policies prohibiting or requiring specific acts, types of behavior, and compliance.

Cultural change and managerial careers essay

Managing culture change 1. Reform or transformation Culture change strategies may be targeted at either first order or second order change [ 29 ].

There the focus is on evolutionary growth or quantitative reproduction and repetition more of the same. In contrast, second order, qualitative growth something different is more appropriate if an existing culture has begun to stagnate and its complete overhaul is required [ 30 ].

Second order change is often invoked in response to a growing crisis or deficiency in the existing culture, which cannot be addressed adequately by a change in culture but rather demands a fundamental change of culture. If politicians and management gurus are to be believed, health systems in many countries stand perennially on the threshold of such fundamental change.

Developing strategies for cultural change Various models to understand and guide culture change have been developed [ 22 ]. Bate highlights the key dimensions to be targeted in a culture change strategy, as follows [ 30 ].

To be successful a culture change programme must take account of the nature of the culture to be changed. Only after an effective diagnosis or cultural audit has revealed how the current order is sustained can effective change management strategies be deployed.

As Brooks and Bate maintain, many attempts at changing organizational cultures are strong on prescription but lamentably weak on diagnosis [ 31 ].

Cultural change and managerial careers essay

Such a diagnosis would proceed by first acquiring an appreciation of the currently prevailing culture. These have been used extensively across different industries and settings, including health care organizations.

However, these instruments should be used cautiously as there is wide variance in their established validity and reliability [ 32 ].

If cultures develop spontaneously, as an emergent model suggests, how they change is a key question. Bate [ 30 ] applies a sailing metaphor based on wave momenta to illustrate spontaneous change. If the latest cultural wave appears to be going in the right direction a virtuous momentum then it may be possible to ride the wave using its own energy to deliver the organization to its desired destination.

If the prevailing wave is not going in the desired direction, at least three alternative strategies are possible. First, to deflect waves using their own momenta re-framing strategies. Secondly, to wait until the most powerful waves have subsided and then create new ones new-wave strategies.

As the external environment changes so must the internal culture to avoid obsolescence. A number of highly critical reports on quality failings within the NHS have highlighted the need to reduce the dissonance between the prevailing culture of the NHS and broader societal changes occurring since its inception over 50 years ago [ 34 ].

Overcoming resistance to planned culture change All strategies of culture change need to be mindful of the possible barriers that serve to block or attenuate purposeful change.

Key sources of organizational inertia and resistance include:For cultural change to be effected all the stakeholders must be willing to change. The social nature in humans that tends to drive them to share their experiences and knowledge with others is another powerful tool in effecting cultural change.

Leading Cultural Change offers a unique blend of theory and practice in both an engaging and thought-provoking way that will enable smarter decisions and actions in relation to cultural change activities. It aims to help the reader understand the significance and .

Organisational Culture and Change Essay. Print Reference this. its own mix of managerial personalities and styles, its own established patterns of “how we do things around here”, its own legendary set of war stories and heroes, its own experiences of how changes have been instituted – in other words, its own climate, folklore and.

· We use cookies to give you the best experience on our website. By continuing to browse the site, you are agreeing to our use of cookies. You can change your cookie settings at any time but if you do, you may lose some In this case study, traditionally managerial effectiveness has been judged by male values and standards.

Interestingly, organisational theories – which we can take to be a specific kind of literature, a cultural product claim to be gender neutral, to refer to genderless organisations employing disembodied  · Importance Of Career Anchors.

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Chapter 2 – The Cultural Environments Facing Business

Disclaimer: I define management development as the management of managerial careers in an organisational context (Burgoyne, ). As a device to engineer organisational change -particularly in cultural change. As a tool in pursuit of quality, cost reduction and

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