Cultural Change Management

2015 ◽  
Vol 7 (1) ◽  
pp. 55-74 ◽  
Author(s):  
Harrington H. James ◽  
Voehl Frank
Keyword(s):  
Organizational Change ◽  
Change Management ◽  
Cultural Change ◽  
Culture Change ◽  
Major Change ◽  
International Competition ◽  
Willingness To Accept ◽  
Success Rates ◽  
Constant Change ◽  
Management Concepts

A lot of brilliant work has been done to develop methodologies and approaches to apply change management concepts to managing the development and implementation of projects and programs. This has resulted in major improvements in success rates, delays, and the total effectiveness of these projects and programs. Unfortunately, these endeavors have not resulted in the desired improvement in the organization’s ability to endure the constant change activities that the environment, technology, customer, and international competition have placed upon the organization. This technical paper presents a new concept called Culture Change Management (CCM) that will strengthen the total organization’s capability and willingness to accept and prosper in a rapidly changing worldwide environment. It will require a major change in the way organizational change management has been structured, minimizing the focus on projects and programs and maximizing the focus on organizational operations.

Committing to Organizational Change in IT Industry

2011 ◽  
Vol 1 (4) ◽  
pp. 1-17
Author(s):  
Jukka-Pekka Kauppinen ◽  
Hannu Kivijärvi ◽  
Jari Talvinen
Keyword(s):  
Organizational Change ◽  
Pilot Study ◽  
Change Management ◽  
Change Process ◽  
Process Quality ◽  
Change Initiative ◽  
It Industry ◽  
Commitment To Change ◽  
Implementation Quality ◽  
Management Concepts

In the current competitive environment, managing organizational change successfully requires comprehensive understanding of change management concepts and processes as well as the implied drivers behind them. Information technology (IT) field is not an exception; growing interest exists for understanding organizational change and change management in the IT industry. Fast-paced changes in today’s IT and business environments are inevitable and the challenges associated with organizational changes are becoming more complex. This study aims to find at least partial answers to the question how employees’ commitment to change and the implementation quality of a change process affect achieving the goals and succeeding in an organizational change initiative. The study is conducted in two parts in a Finnish IT company providing complex IT solutions and services. The first part, the pilot study, identifies factors hindering employees’ commitment to change. The pilot study is followed by a quantitative main study, which investigates the relationships between employees’ level of commitment during the different phases of a change project, the change process quality, the importance and realization level of the different goals set for the change project, and the final success of the change initiative. The results indicate that a strong, positive relationship exists between the change process quality and the level of employees’ commitment to change.

Managing conflicts in the nonprofit sector through organizational culture change

2018 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Alexis Louis Roy ◽  
Christelle Perrin
Keyword(s):  
Organizational Culture ◽  
Conflict Resolution ◽  
Change Management ◽  
Cultural Change ◽  
Culture Change ◽  
Conflict Situation ◽  
Content Type ◽  
Non Profit ◽  
Individual Level ◽  
Conflict Handling

Purpose The purpose of this paper is to demonstrate the impact of organizational culture on the conflict handling style in non-profit organizations. Conflicts in non-profit organizations and especially in associations are more numerous, mainly because of the search for compromise in the decision-making phases and the high level of loyalty in mission that strongly stimulates the voice of one’s opinion. The authors observe that a modification of the organizational culture, through symbolic changes, can resolve the conflicts sequence. Design/methodology/approach Culture is measured through the organizational culture profile tool and the culture deciphering technique. The authors detail two cases of non-profit organizations, in which conflicts sequence resolution was handled through organizational culture change while conflicts resolution at the individual level could not bring an end to the conflicts sequence. Findings These cases highlight how organizational culture shapes behaviors and conflicts handling styles. These cases also give insights on how an organizational culture can be changed to setup new default conflict handling styles in an organization. The cultural change management only worked when it was planned on critical cultural change readiness factors with a strong enforcement of the change by the governing bodies. Research limitations/implications This study complements research studies on how organizational culture shapes attitudes and behaviors and shows how and under which conditions a cultural change could resolve a conflict sequence. This study also presents a conflict resolution method when the roots of conflicts are embedded in the existing organizational culture. In such conflicts situation, interpersonal conflict resolution technique did not solve the conflicts sequence and only cultural change finally brought an end to the sequence. Practical implications A combined search on two levels, the individual level and the organizational culture level, will thus show convergent conflict sources and get a great deal of knowledge before solving individual-level conflicts. Social implications The non-profit sector is sometimes subject to high-conflict situation and this research contributes to more efficient conflict resolution protocols with an applicable method of conflict analysis, change management and conflict resolution. Originality/value The work showed how the organizational culture is a key element in the explanation of conflict sources and conflict handling in case of high and repeated conflict situation. It is thus possible to resolve conflict sequence by changing a carefully chosen cultural trait. Nevertheless, the culture change management program is complex and risky. In a high-conflict situation, the authors identified several key conflict resolution factors: the careful identification of the organizational culture traits explaining conflict handling style; the alignment of the management team on the cultural change plan to raise up the intensity of the new set of behaviors; and the selection of the most efficient symbolic change decision.

Organizational Change in medium and large companies of Sugamuxi Valley

1970 ◽  
Vol 15 (1) ◽  
Author(s):  
José Javier González Millán ◽  
Miryam Teresa Rodríguez Díaz ◽  
Oscar Ulises González Millán
Keyword(s):  
Organizational Change ◽  
Change Management ◽  
Organizational Structure ◽  
Descriptive Analysis ◽  
Statistical Technique ◽  
Management Processes ◽  
Low Culture

To characterize the change management processes, barriers, policies and factors that currently favor medium and large companies of the Sugamuxi Valley. The type and method of study was descriptive – explanatory. The statistical technique used was descriptive analysis using 561 surveys in medium (22) and large (18) Sugamuxi Valley companies. The biggest barriers were: adherence to rules (51.2%), multidisciplinary professions (51%), imposing the criteria of the oldest workers (47.4%) and organizational structure (43.9 %). The stimuli were: support for patents and innovations (93%), support for artistic activities (90%) and scholarships for study (90%), event registration training (79.7%) and transportation to events (82.4%). The research reveals a low culture of change, with a lack of incentives and business forms of adaptability and flexibility.Este artículo muestra la carácterización de los procesos de gestión del cambio, barreras, políticas y factores que actualmente favorecen a las medianas y grandes empresas del Valle de Sugamuxi. El tipo y método de estudio utilizado fue descriptivo - explicativo. La técnica estadística utilizada fue el análisis descriptivo mediante 561 encuestas en medianas (22) y grandes (18) empresas del Valle de Sugamuxi. Los mayores obstáculos fueron: la adhesión a las normas (51,2 %), profesiones multidisciplinares (51 %), imposición de los criterios de los trabajadores más antiguos (47,4 %) y la estructura organizacional (43,9 %). Los estímulos fueron: el apoyo a las patentes e innovaciones (93%), apoyo a las actividades artísticas (90%) y becas de estudio (90 %), registro en eventos de capacitación (79,7 %) y transporte a los eventos (82.4 %). La investigación revela una baja cultura de cambio, con falta de incentivos y formas de negocio de adaptabilidad y flexibilidad.Este artigo apresenta a caracterização dos processos de gestão de mudança, barreiras, políticas e fatores que atualmente favorecem às médias e grandes empresas do Valle de Sugamuxl. O tipo e método de estudo utilizado foi o descritivo – explicativo. A técnica estatística utilizada foi a análise descritiva mediante 561 enquetes em médias (22) e grandes (18) empresas no Valle de Sugamuxl. Os maiores obstáculos foram: a adesão às normas (51,2 %), profissões multidisciplinares (51 %), imposição dos critérios dos trabalhadores mais antigos (47,4 %), e a estrutura organizacional (43,9 %). Os estímulos foram: o apoio às patentes e inovações (93%), apoio às atividades artísticas (90%), bolsas de estudo (90%), registro em eventos de treinamento (79,7%), e transporte aos eventos (82,4%). A pesquisa revela uma cultura com poucos índices de mudança, com falta de incentivos e formas de negócios de adaptabilidade e flexibilidade.

A Study on Employee Attitude towards Organizational Change and the impact of Change Management on Organization Commitment

2019 ◽  
Vol 118 (3) ◽  
pp. 158-169
Author(s):  
Dheera.V. R ◽  
Jayasree Krishnan
Keyword(s):  
Organizational Change ◽  
Change Management ◽  
Tamil Nadu ◽  
Change Agents ◽  
Organization Change ◽  
Sustainable Growth ◽  
Positive Approach ◽  
Organizational Goals ◽  
Organization Commitment ◽  
The Impact

Organizations that are aiming to successfully implement change needs the support and acceptance of employees who are their key stakeholder. This study analyses the influence of Employees` attitude towards organization change. The research also aims at evaluating the influence of employees’ attitude towards commitment to organization and job after the introduction of change in the organization. The study was conducted among 300 employees who belonged to executive and managerial category from different star rated hotels in Chennai, Tamil Nadu, India which are currently embracing organization changes. The findings indicate that employees of the study demonstrate a positive approach towards the change management in their organization. The observations also project that a positive approach by employees towards changes, is a very good indication for organizations to know that their workforce is committed towards the organizational goals. Hence with the support of change agents, adequate communications and by creating awareness about the need for change will result in sustainable growth in the organizations.

scholarly journals Organizational Change Management in Higher Education through the Lens of Executive Coaches

2021 ◽  
Vol 11 (6) ◽  
pp. 269
Author(s):  
Dimitrios Vlachopoulos
Keyword(s):  
Higher Education ◽  
Organizational Change ◽  
Change Management ◽  
Academic Community ◽  
Structured Interviews ◽  
Organizational Change Management ◽  
Executive Coaches ◽  
Leadership In Higher Education ◽  
Education Leaders ◽  
Higher Education Leaders

This study investigated perceptions of organizational change management among executive coaches working with British higher-education leaders and factors that make leaders effective when managing change. This basic qualitative research used semi-structured interviews with eight executive coaches selected through purposeful sampling. As main challenges to efficient, inclusive change management, participants mentioned leaders’ lack of a strategic vision or plan, lack of leadership and future leader development programs, and lack of clarity in decision-making. They recognized that leaders’ academic and professional profiles are positively viewed and said that, with coaching and support in leadership and strategic planning, these people can inspire the academic community and promote positive change. Additional emphasis was given to the role of coaching in the development of key soft skills (honesty, responsibility, resiliency, creativity, proactivity, and empathy, among others), which are necessary for effective change management and leadership in higher education. The paper’s implications have two aspects. First, the lessons of the actual explicit content of the coaches’ observations (challenges to efficient change management and views of leaders); second, the implications of these observations (how coaching can help and what leaders need).

Mainstream Flavor: Ethnic Cuisine and Assimilation in the United States

2020 ◽  
Vol 8 (1) ◽  
pp. 64-85
Author(s):  
Anna Boch ◽  
Tomás Jiménez ◽  
Katharina Roesler
Keyword(s):  
United States ◽  
Ethnic Groups ◽  
Cultural Change ◽  
Culture Change ◽  
Contextual Factors ◽  
The United States ◽  
Factors Associated ◽  
Assimilation Process ◽  
Restaurant Reviews ◽  
Mexican Populations

Assimilation theories posit that cultural change is part and parcel of the assimilation process. That change can register in the symbols and practices that individuals invoke as part of an ethnic experience. But cultural change also includes the degree to which the mainstream takes up those symbols and practices as part of its composite culture. We develop a way to examine whether cuisine, an important component of ethnic culture, is part of the mainstream’s composite culture and the contextual factors associated with the presence of ethnic cuisine in the composite culture. We begin with a comparison of 761,444 reviews of Mexican, Italian, Chinese, and American restaurants across the United States from Yelp!, an online customer review platform. We find that reviews of Mexican restaurants mention ethnicity and authenticity much more than reviews of Italian and American restaurants, but less than reviews of Chinese restaurants, suggesting intermediate mainstreaming of Mexican cuisine. We then examine Mexican restaurant reviews in the 82 largest U.S. core-based statistical areas (CBSAs) to uncover the contextual factors associated with Mexican cuisine’s local mainstream presence. We find that Mexican food is less defined in ethnic terms in CBSAs with larger and more culturally distinct Mexican populations and at less-expensive restaurants. We argue that regional versions of the composite culture change as ethnic groups come to define a region demographically and culturally.

HR strategy during culture change: Building change agency

2015 ◽  
Vol 21 (6) ◽  
pp. 741-754 ◽  
Author(s):  
Llandis Barratt-Pugh ◽  
Susanne Bahn
Keyword(s):  
Cultural Change ◽  
Culture Change ◽  
Change Process ◽  
Relevant Literature ◽  
Critical Role ◽  
Research Process ◽  
Change Agency ◽  
Strategic Approach ◽  
Organisational Values

AbstractThis paper explores the role played by a Human Resources (HR) department orchestrating culture change during the merger of two large State departments with dissimilar cultures. A 2-year case study determined what HR strategies were having the greatest impact on embedding new organisational values to produce a more flexible culture and how these practices could be accelerated. This paper indicates how a more strategic approach by HR departments can support and develop relational managing capability that accelerates cultures change towards a more flexible work environment.This paper describes the context of the change process, the relevant literature, and outlines the research process. The findings from the phases of the data collection are summarised revealing the traumatic perceptions of the change process, but also the instrumental actions of some managers, working creatively with their teams to tackle new tasks and projects. The evidence suggests that these informal practices of task allocation were at the core of change agency in this case study and put the new flexible organisational values into action. The findings illustrate how the organisation moves from valuing managers for their technical competence to valuing managers for their relational competence.The paper then discusses what strategic HR actions were accelerating this process and illuminates the critical role of building managers as change agents. The paper concludes by confirming the need for a strategic approach by HR during organisational change. Building manager capability and supporting informal change agency practices is presented as a core focus for HR during such organisational cultural change programmes.

Reflecting on perceived deinstitutionalization of gender‐biased employment practices in accountancy

2012 ◽  
Vol 9 (4) ◽  
pp. 300-336 ◽  
Author(s):  
Rosalind H. Whiting
Keyword(s):  
Organizational Change ◽  
Cultural Change ◽  
Sample Selection ◽  
Age Groups ◽  
Young Female ◽  
Human Resource Managers ◽  
Employment Practices ◽  
Content Type ◽  
Novel Approach ◽  
Chartered Accountants

PurposeThe purpose of this paper is to explore the changes in gender‐biased employment practices that it is perceived have occurred in New Zealand accountancy workplaces over the last 30 years, using Oliver's model of deinstitutionalization.Design/methodology/approachSequential interviewing was carried out with 69 experienced chartered accountants and three human resource managers, and at a later date with nine young female accountants.FindingsEvidence is presented of perceived political, functional and social pressures cumulatively contributing to deinstitutionalization of overt gender‐biased employment practices, with social and legislative changes being the most influential. Deinstitutionalization appears incomplete as some more subtle gender‐biased practices still remain in New Zealand's accountancy workplaces, relating particularly to senior‐level positions.Research limitations/implicationsThis study adds to understanding of how professions evolve. The purposeful bias in the sample selection, the small size of two of the interviewee groups, and the diversity in the interviewees' workplaces are recognized limitations.Practical implicationsIdentification of further cultural change is required to deinstitutionalize the more subtle gender‐biased practices in accountancy organizations. This could help to avoid a serious deficiency of senior chartered accountants in practice in the future.Originality/valueThis paper represents one of a limited number of empirical applications of the deinstitutionalization model to organizational change and is the first to address the issue of gender‐biased practices in a profession. The use of sequential interviewing of different age groups, in order to identify and corroborate perceptions of organizational change is a novel approach.

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