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To effectively manage any major change in organizations, it is necessary to understand the culture of the company and how the culture can actively resist any change.
There are ten main cultural components that will affect the performance of a company.
ability to change
1.Rules and Policies
Some of the company’s rules and policies may, for example, bind staff
reduce to specific jobs at specific times, or mean that
functions must be performed at specific times, or link staff to
operating only within a narrow band of responsibilities. The way to
fostering change here is removing rules and policies that get in the way of
change and create new ones that reinforce the desired way of
operating. that is, develop and document new SOPs.
2. Goals and Measurement
The company’s stated goals and how those goals are measured can
means that the company is focused only on those objectives, to the
obstacle to see new opportunities or develop new ways of
measure the achievements of the company.
To encourage change, the company must develop goals and measures.
that reinforce the desired changes.
3. Customs and Norms
Company customs can get in the way of change. “We do that
like this because we’ve always done it this way” is a standard cry in
many companies. Rigid methods may be hindering change, for example, a
Excessive emphasis on strict lines of reporting, or slavish reliance on
written reports and taking minutes.
To encourage change it may be necessary to replace old ways of doing
things that reinforce old customs with new customs and norms. E.g
replace written reports with face-to-face meetings.
4.Training
The company’s training plans may only train staff in areas that reinforce
existing ways of doing things in the company. To encourage change it may be that
the company must replace the training that reinforces the old way of
doing things with new training and thinking about developing experience
training that provides hands-on, real-time experiences with new
processes and procedures.
5. Ceremonies and Events
Areas such as committee meetings, AGMs, and staff meetings have a
effect on the company culture, like any event organized by the company, whether
be it “team building” exercises, or just regular organized outings.
All of them serve to give both staff and people outside the company a
view of “what the company is like”, a corporate image if you will. Yew
a change is required, the company should try to put in place ceremonies
and events that reinforce the new ways, and recognize individuals and
team contributions to make the changes work.
6. Management behaviors
The management of the company can be linked to behavioral routines linked
with historical ways of working. To encourage change, a company must
publicly recognize and reward changing managers by linking promotion
and pay for desired behaviors. (And the reverse is often true. Companies that encourage change often do not promote or pay raises to
managers not coming on board. )
7. Rewards and recognition
The current personnel evaluation schemes in a company may be leading to
rigid hierarchies, or you may be fostering an area of competition over
another, for example, a performance management system that measures only
individual behavior will undermine any attempt to instill a
teamwork culture. A company determined to foster change must do
specific rewards for change goals that have been set and ensure
that the performance management system recognizes and rewards the
desired ways of operating and does not simply reinforce the old ways.
8. Communications
The company’s communication strategy, both internal to the company and
external to clients, the media, and the public, can be very resistant to
change, and can once again be linked to the corporate image of companies. Exchange
in this area can be expensive, but companies that require doing
changes will have to deliver communications in new ways to show
commitment to change. And when you are making a change, it is advisable
use multiple channels to deliver consistent messages at all stages
during the transition, before, during and after.
9. Physical environment
This is a large area where change is resisted. The staff like their “nest”
and they like to feel safe in their workplace. If a company is
determined to make changes, they should pay special attention to
this and make sure the physical environment reflects the change in a
way that makes the staff feel comfortable. If knowledge and information
sharing is the goal, they should get people out of offices and into
open and shared spaces. If you want them to talk to your customers,
should create ‘virtual’ offices so that people are encouraged to work
out of the office with clients.
10. Organizational structure
Rigid hierarchies can work against change, and the people at the top
the tree does not like to have its branches shaken. Many companies in the
the modern business world has found this to be a difficult area to do
flexible, but if there is going to be an operational change in a company, there are
it will necessarily have to be an organizational change. the way to do
happens is to ensure that the structure reinforces the operational
changes. Merge overlapping splits; reorganize around customers
as opposed to functions.
In short, all of the above cultural areas must be taken into account.
if a change is required in a company, and they all have an effect, in
different ways in different companies, by resisting attempts of such
exchange.
Make sure you understand them before you implement any major decisions, otherwise you may not be in business long enough to regret it.