Changing Organizational Culture: Cultural Change Work in by Mats Alvesson, Stefan Sveningsson

By Mats Alvesson, Stefan Sveningsson

How do humans react to major organizational switch? will we see ourselves as assisting switch to come back approximately, or permitting swap to take place round us? How will we adapt extra simply to alter? dependent round an illuminating prolonged case-study, this important text uncovers the truth of organizational switch. From making plans and inception to venture administration and engagement, this booklet explores the perspectives and reactions of assorted stakeholders present process real-life switch methods. Drawing on theories of organizational tradition, it is helping us to appreciate how enterprises can advertise swap with no alienating the folk had to enforce it. altering Organizational tradition represents an unique and well timed addition to the literature on organizational swap. it's important interpreting for all scholars, researchers and practitioners operating in organizational concept and behavior, swap administration and HRM.

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Communicating the change vision: using every vehicle possible to communicate the new vision and strategy; having the guiding coalition as role model for the behaviour expected of employees. Empowering broad-based action: getting rid of obstacles; changing systems or structures that undermine the change vision; encouraging risk taking and non-traditional ideas, activities and actions. Generating short-term wins: planning for visible improvements in performance, or wins; creating those wins; visibly recognizing and rewarding people who make the wins possible.

Culture refers to what stands behind and guides behaviour rather than the behaviour as such. Smircich (1983a) organized the cultural research in two broad directions, one drawing upon culture as a variable and the other drawing upon culture as a root metaphor. Research treating culture as a variable sees organizational culture as something the organization has, while the root metaphor refers to culture as something the organization is. ): ‘Organizations exist as systems of meanings which are shared to various degrees.

Successful organizational change draws upon these steps in one way or another according to Kotter, who emphasizes that change takes time and that skipping any of the mentioned steps never produces change. In a slightly different approach, the significance of organizational culture is stressed (Heracleous 2001; Heracleous and Langham 1996). Based on the cultural web model (Johnson 1992) and the idea that culture can be seen as deeply held assumptions related to espoused beliefs and concrete artefacts (Schein 1985), 24 Perspectives on change Heracleous argues that change is difficult because of existing cultural assumptions.

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