How to Change Your Organization's Culture

Organizational culture is the culture found within an organization. This culture is comprised of normal values and signs of organization members and its signs. These members may come to know the value of the organization. It is not a distinct characteristic that can be seen or is tangible but everyone can tell that it exists by its presence. There are different cultures, and this can depend on variables such as the different environments. This may such as the environment of a large nonprofit organization may be different from that of a hospital and so on.

Corporate culture can be looked at as a system whereby the system depends on the society, profession laws, and heroes. The out puts or the effects of the culture may be the organizational behaviors as well as the technological strategies. These attribute to common tones used in the workplace and particularly a major corporation. The concept of the culture especially good when a leader trying to manage an organization. This is an emerging thought in the industry that when one changes an organization through structure and process, the better thing to do is to change it through the culture.

Parts of organizational culture

This is because this seat that is able to influence the thought of people such that they can be influenced so that they subscribe to it without their knowledge. There are about four ways to influence the organization, which are the emphasis of what is important, and this may be communicating the goals of the organization. One should also post the mission statement on the wall, and this could be inspiring to the members of the organization. One should talk about the accomplishments and achievements that have come, as a result, in the first phase of initiation of the culture. Then one would repeat what they see in the office.

The second objective would be to reward the employees who reflect the important aspects of the project (McNamara, 2000). The third would be to dissuade the employees from a path that would counter the implicated goal. There is no need to punish the employee or impose fines or restrictions. The best method in this case would be diplomacy. Then finally yet importantly, the person would have to model what they want to see in their workplace. This is the most powerful things that influence behavior because this is leading by example. An example is that if you as the leader want teamwork then you must involve yourself in teams more often.

Cultures within an organization are some of the hardest things to change within an organization. This is because the culture is quite entrenched and some might say that it is a person’s way of life (Murray, 2011). To have such a thing happen in the workplace is to win the hearts and minds of the people in the work place. This takes a lot of cunning and persuasion in that must change the cognitive aspect of the people involved. They must understand why change is needed in the first place.

The second aspect that needs attention is the resources that are allocated. Changing an organization culturally may need some shifting of resources due to changing priorities from on e area to another. The third stage that usually occurs in this setting is the motivation that the workers may have toward a specific occasion. This may be given by the leader or may come because of circumstances beyond the control or direction of any individual. The final stage is the politics involved in the cultural change. The origin of the change may be of importance, as this will determine the future leader of the situation.

Culture change in organizations

The flexibility of culture although is such that it can be reshaped and modeled into different facets where depending on the type of environment and the people that exist in that organization. Four cultures are represented in the working scope of an organization. These are, for example, the work hard, play hard culture. The characteristics of this include high stress that would come from the quantity of the work rather than the uncertainty involved in the work (Changing Minds, 2011).

Another example may be the tough-guy machismo culture. This type of culture elicits fast feedback as well as high risk involved in the potential gain or loss. This mode of thinking encourages people to think of the present. People affected by this culture include those in sports as well as doctors. These are all professions that are associated with high-stress professions. These cultures can be introduced into an organization through the leadership mechanisms. The leaders that come into an organization may change the way things are done. It may elicit a lot of complaint.

Culture change directions and effects

The effects may be such that employees may react adversely to the changes made by the organization because most of these cultural changes were enforced. This usually does not go well with those in the employee seat because people generally do not do well in positions of enforcement as they would in a creative environment with freedom. Some models may be more effective in helping the TUIU understand its functioning such as the above model and another called the process culture. This entails a work strategy that gives a low risk and slow feedback but is quite stable in nature.

The more attractive model

This is quite attractive to most people and hence most employees in the working world are under this situation. For one, there is low stress and steady plodding work. There is little qualitative stress of analysis. The environment may mean a steady job that requires one to do similar types of work at a daily rate. Of course, this could get boring or increasingly tedious, but the person is assured job security as motivation. Thus, it might help the organization stagnate at this time. When it comes to perception of an organization as a culture or a well nit component, the idea was not as new as some people thought were.

The value of the book was to suggest ways in which the companies could evaluate and describe cultures in their companies and evaluate how those cultures and understand how these cultures are created. The book called Corporate Cultures created a new avenue of employment through culture consultants. The view of the organization as a culture would then be translated toward profitable gain by the company management (Richman, 1999). This is because they would transform an idea and make it into such a thing that would be a driving force behind the employees of a company.

Thinking of organization culture as a machine

Having made the fuel necessary to motivate the workers to the desired ends, there would be little need for enforcement. This is the secret dream of most management in companies and can reduce the stress of handling a large workforce. In the whole history of corporate business, hierarchy has been essential to success, and the utilization of this hierarchy would be among the determining factors if the business will meet success or failure (Changing Minds, 2011). This would go to fashion the culture that eventually be called a machine with several components with the ability to have cognition like the mind.