Univerity Busniess School, Panjab Univerity, Chandigarh

Changing
Organizational
Culture
Perspectives on Organizational Change, Link between Organizational
Culture and Change, Implications of Organizational Change.
Prateek Singla
MBA GEN (Section A)

Perspectives in Organisational Change
Organizational change is the process by which organization move from their present state to
some desired future state to increase effectiveness. Change happens when an organization
system is disturbed by some internal or external forces, thereby causing any alteration
which occur in the overall work environment of an organization. Various characteristics of
Organisational Change are-
Change happen for the pressure of both internal and external forces in the
organization.
Change in any part of the organization affect the whole organization.
Change may affect people, structure, technology, and other element of the
organization.
Change also affect the rate of speed and degree of significance of the organization.
Change may be reactive or proactive.
Various forces causing change are listed below-
Internal forces External forces
Work force Technology
Managerial personnel Marketing conditions
Management structure Social changes
Avoid developing inertia Political forces

Change agent is a person(s) in organization responsible for managing change activities. This
change may be intentional or Planned Change or it may be an unplanned change.
Organization culture can facilitate or inhibit change in an organization. A firm attempts to
change organizational culture because the current culture hinders the attainment of
corporate goals. Environmental and internal forces can stimulate the need for organization
change. However, there may be resistance to change which may be because of any of these
reasons-
Different Perspectives and Goals
Self-Interest
Lack of Trust and Understanding
Uncertainty
Cultures that Value Tradition

To study organisational culture, there are two models generally used by HR managers, these
are-
1. Lewins Three step model
2. Force Field Analysis

1Lewin's Three Step
Model











Organizational change can be achieved by change agents by following these steps-
1. Establish a sense of urgency.
2. Form a powerful coalition of supporters of change.
3. Create a vision of change.
4. Communicate the vision of change.
5. Empower others to act on the vision.
2Force Field Analysis
6. Plan and create short-term wins.
7. Consolidate improvements and produce still more change.
8. Institutionalize new approaches.
Following tactics can be useful in bringing change-
Communication and Education
Employee Involvement
Negotiation
Coercion
Top-Management Support

Link between Organizational Culture and
Organizational Change
Organization culture can facilitate or inhibit change in an organization. A firm attempts to
change organizational culture because the current culture hinders the attainment of
corporate goals. It is the culture which helps in bringing an overall change in organizations.
Organizational culture has been identified as an influential factor affecting the successes
and failures of organizational change efforts. Culture embodies various beliefs, values,
assumptions, norms, employees views, how they feel and act
In order to survive, organizations and their culture must continuously evolve and change.

Implications of Organizational Change
The following are some typical responses to Organizational Change:
1. Not me!
When employees are asked to do a different job or change the way they currently do
a particular job, they may respond by saying, Not me! They may suggest that
someone else is better suited for the job, or deny that they themselves are capable
of making the proposed change. This initial reaction is a result of the satisfaction
these employees have with the status quo, and their fear of the unknown.
2. What will this do to my job security?
It is natural for employees to view change first from the perspective of their own job
security, and second from the needs of the organization. Employees cant help but
wonder what will happen to their jobs if technological advances are introduced or if
downsizing creates organizational restructuring. Will the changes result in less work
for them, or even do away with their jobs altogether? Employees are also concerned
about what financial impact the changes will have on them.
3. Anger
Some employees are so resistant to change that they become frustrated and angry.
Their anger may be repressed, causing an increased stress level; or overt, resulting in
emotional outbursts. Whether repressed or overt, anger is a typical reaction when
employees feel a loss of control over their work environment, or worry that their job
security is being threatened.
4. Gossip
Gossip, always an organizational challenge, often escalates during periods of change.
Employees who feel a loss of power and control may respond with frustration, anger
and disbeliefand resort to vicious gossip or back-stabbing activities.
Unfortunately, this gossip is detrimental to a positive forward thrust during change.
5. Whos in charge here?
When a company is restructuring, it is natural for employees to question leadership.
Employees who will be working for a new supervisor when the change is
implemented may experience difficulty changing their allegiance from one leader to
another. And when employees have not been kept in the communication loop and
thus do not see the positive results of the changes, they are likely to question the
wisdom of the new leadership.
6. Panic!
Some employees, finding comfort in a predictable routine, panic at the mere
mention of change. They worry about changes in the way they normally proceed
with their jobs. They may resist, not out of stubbornness, but out of fear about how
the changes will impact them personally. They may be too plagued with panic to deal
rationally with the new regime, and some may actually become physically ill.
7. I quit!
There may be employees who elect to quit rather than make the needed changes.
Unfortunately, changes going on in one organization are typical of those going on in
other organizations. Electing to stand on ones principles and fight change by
quitting often makes the point, but usually at a cost to the employee, not the
organization.
The following positive responses to change usually come from employees who feel a high
degree of self-esteem, personal competence and self-confidence. These employees typically
have the ability to remain open-minded in response to change, and to view it as a positive
thingfor them personally and for the organization. When in alignment with their
supervisors, employees with this positive attitude can help support and sell organizational
change to other employees. Here are some typical positive responses:
8. This is a challenge!
Some employees view change as a challenge, but are sure they can rise to the
occasion, since they feel they have what it takes to be contributing team players
when the change affects their work world. They remain open to new ideas, ask
questions and feel confident in their ability to acquire the knowledge needed to
complete the task. They exhibit a can do attitude in their approach to change. They
may admit that the task is difficult, the procedure a bit cloudy, and the outcome
unknown or questionable, but they are committed to rising to the challenge!
9. Enthusiasm
Some employees naturally approach life and challenges more enthusiastically than
others. Enthusiastic employees embrace change. Instead of trying to pick apart a
proposed change and find all the ways it wont work, they see it as a natural part of
an organizations evolution. Supervisors lucky enough to have enthusiastic
employees need to support and nurture them, because their enthusiasm can infect
other employees and help make the implementation of change much more palatable
for everyone.
10. Maybe I could adjust to this change . . . .
Not all employees embrace change enthusiastically or jump out of their seats ready
to accept the challenge. Some watch from the sidelinesbut remain open-minded.
After a period of observation, they may agree to give the change a chance. While
they may not be eager participants in the change process initially, they at least
acknowledge the possibility of adjusting to the change. They express a willingness to
learn new techniques and procedures and do not sabotage change activities.
11. Positive Vision
Finally, there are employees who look at the bigger picture and visualize the
possibilities. Their positive attitude toward change is based on a broader awareness
of the marketplace, the specific industry and their competitive position in it; and an
absolute trust in their companys leadership. Because they feel positive about the
companys future, these employees generate a positive vision to their coworkers and
encourage them to have trust during times of change and confusion.