Organizations face huge pressures

Organizations face ample force per unit aras Factors forcing Change Organizations face huge pressures to shift, from both essential and external sources, internal forces to transmit often as a settlement of long-term external forces. For example, Biggest Coal Mining companies internal pressure to expanding their activities to Coal mining and Energy vegetation Chemical industry, as a result of more and more other similar companies interested to engage with chemical industry. Internal Factors forcing flip-flop The factors internal to an governing body that force changes chamberpot be determine through a causeal analysis method. Most roughhewn among these methods is S.W.O.T. analysis.StrengthsAn organizations strengths, which foster identify a competitive favor or unique selling point, be of vital importance when deciding on ever-changing the focus of the partnership. WeaknessesAn organizations weaknesses ar a real motivating to change. Weaknesses identified intern ally in a comp some(prenominal)s product or service, will require immediate attention and changing. The weakness would be resolved by a heathenish change.OpportunitiesOpportunities that present themselves, like new contracts on other continents will force changes in the company, sometimes as ingenuous as new deviseing hours. With the differences in different customer expectations, modern companies gather up to remain flexible. Flexibility is a major cultural change that needs to be introduced.ThreatsThreats to an organization, usually in the form of competitors and substitution products force a company to react. To react resultively companies pee-pee to react quickly, which is a cultural change in a company. External Factors forcing change The factors external to an organization that force changes can be identified through the PESTELI acronym.PoliticalPolitical factors would include the electric current and potential influences from political pressures such as unions and field of study pay agreements.EconomicThe local, national and orbit economy impact can force an organization into changing their snip practices or even product prices.SocialChanges in lifestyle absolutely force changes in organizations, moreover at a cultural level, socially changing attitudes towards work or respectable issues can as well as have effects on the farming inside an organization.TechnicalThe ever-changing technical world in which we live has probably the closely expectant effect on organizational finish of all external factors. Technical improvement that allow employees to work from home, functional teams to be separated by great distances and for customers to be located on the opposite side of the world from their suppliers. Anything that changes the day-to-day work of the employees has a profound effect on the organizations subtlety.EcologicalThe local, national and world ecological and environmental issues that have effects on farming at national levels filter nap into the organizational culture within a company.LegislativeThe legal issues both locally and at an EU level, such as taxes and working time regulations also have effects on culture at a national level, filter down into the organizational culture within a company. manufactureIndustry changes have a huge effect on national culture. The move away from agriculture into industrial and now information economies has greatly changed the national working culture. WHAT IS ORGANIZATIONAL CULTURE? Managers and employees do non perform their duties in a value-free vacuum, their work and the way its done are governed, engageed and tempered by the organizations culture. Burnes, B. (2004) Managing Change. There are three main factors affecting the culture of an Organization,These are The Founders basic assumptions The national culture The task in bargain.Gargan, D. (2005) Change Management Lecture Notes The Founders basic assumptions In a typical company the founders set up small a nd grow the company from one basic good idea. These founders go into business to wreak money, pure and simple. However, depending on the nature of their work certain assumptions made by the founders will immediately set the culture for the initial and all future employees.For example, Energy resource companys founders found out healthy innovation Coal-to-liquid (CTL technology). This is going to be very huge project and founders working on it very precise. Thats why they push all employees, who will probably non be given too much freedom and all work would be carried out along strict guidelines and the basic idea of management not trusting staff may be in place. The Founders basic assumptions immediately set the working environment and culture within an organization. The national culture field attitudes to working determine the employees general attitude towards working. Now any employee is different, but when talking about culture at a national level in that respect are some basic truths that always apply. Some national cultural behaviour will lead the company toward organizational change, while others will frustrate it.National Cultures that help changeMongolian people leaving work place at 6pm on Friday to go to pub.This helps change culture, Idea is it leads to more merged working environment, where everyone ends up talking about work and discussing opportunities and threats.Society encouraging further educationNational Cultures that hinder changeJapanese people not leaving the office until their boss has.(Over tired and less productive staff)Lunchtime drinking cultureUnions and their involvementNational pay agreements The task in hand The task in hand it the major defining factor towards the culture of a company. If the companys job is mainly customer service, meeting and dealing with people, then the organizations culture should be focused to customer. However, if the company is an innovator, its culture should be one of exploration and give more individual freedom to the employees. In this case we need count at how cultural change turn mining company employees into power plant industry employees. At different levels within an organization there are usually different tasks. For example, in Chemical industry company, there may have 3 distinct groups.1) Research and puzzlementThis group will have brain storming culture and scientific research for innovative technology.2) Professional ServicesThis group works directly with customers, culture will be more customer focused as they are under more pressure.3) SalesThe sales group will have a Yes culture, never turning down any opportunity, and putting pressure onto the other two groups to deliver. Organizations structure effects on Culture Energy Resource company organized with Matrix organization structure. Its resources are shunted more or less the organization to meet the demand for attention that tasks require. Employees work less in fixed groups for long periods and so no pockets of different cultures can grow, but rather if Employees are unhappy with their work, the chances are that they can be easily moved, so as to maintain good working culture. Factors forcing Change Organizations face huge pressures to change, from both internal and external sources, internal forces to change often as a result of long-term external forces. For example, Biggest Coal Mining companies internal pressure to expanding their activities to Coal mining and Energy plant Chemical industry, as a result of more and more other similar companies interested to engage with chemical industry.Internal Factors forcing changeThe factors internal to an organization that force changes can be identified through a formal analysis method. Most common among these methods is S.W.O.T. analysis.StrengthsAn organizations strengths, which help identify a competitive advantage or unique selling point, are of vital importance when deciding on changing the focus of the company. WeaknessesAn organ izations weaknesses are a real motivation to change. Weaknesses identified internally in a companys product or service, will require immediate attention and changing. The weakness would be resolved by a cultural change.OpportunitiesOpportunities that present themselves, like new contracts on other continents will force changes in the company, sometimes as simple as new working hours. With the differences in different customer expectations, modern companies need to remain flexible. Flexibility is a major cultural change that needs to be introduced.ThreatsThreats to an organization, usually in the form of competitors and substitution products force a company to react. To react effectively companies have to react quickly, which is a cultural change in a company.External Factors forcing changeThe factors external to an organization that force changes can be identified through the PESTELI acronym.PoliticalPolitical factors would include the current and potential influences from political pressures such as unions and national pay agreements.EconomicThe local, national and world economy impact can force an organization into changing their work practices or even product prices.SocialChanges in lifestyle absolutely force changes in organizations, but at a cultural level, socially changing attitudes towards work or ethical issues can also have effects on the culture inside an organization.TechnicalThe ever-changing technical world in which we live has probably the most profound effect on organizational culture of all external factors. Technical improvement that allow employees to work from home, working teams to be separated by great distances and for customers to be located on the opposite side of the world from their suppliers. Anything that changes the day-to-day work of the employees has a profound effect on the organizations culture.EcologicalThe local, national and world ecological and environmental issues that have effects on culture at national levels filter dow n into the organizational culture within a company.LegislativeThe legal issues both locally and at an EU level, such as taxes and working time regulations also have effects on culture at a national level, filter down into the organizational culture within a company.IndustryIndustry changes have a huge effect on national culture. The move away from agriculture into industrial and now information economies has greatly changed the national working culture. WHO CAN CHANGE CULTURE? ever-changing the culture of an organization is an extremely grueling task, but it may be necessary to get the results required. If an organization were apprehension of as a restaurant, and the employees as the waiters, content and well looked after waiters would go about their jobs in a pleasant manner and as a result tips would be high and the restaurant turnover would be high, as customers would enjoy eating there. However, on the other hand, if working at the restaurant was made difficult for the waiters , with an unpleasant working environment and impersonal culture, they might not go about their jobs with such enthusiasm, a lack of motivation would become obvious in their demeanour, tips would be low and restaurant business would suffer. So its in an organizations best interests to maintain a healthy and productive working culture. Changing an organizations culture can be done at the three distinct levels with an organization Executive Management, Middle Management and regular employee level. Lets look at them in turn and hand two very different football game clubs(Manchester United and Arsenal) as differing organizations.At an Executive Management levelExecutive management are the group that direct the organizations goals. So, inorder for them to effect cultural changes, they may have to change the organisationsdirection. The organisation may need to be streamlined in order to make provisionsfor the desired changes. Inspiring and motivating staff through vision and missionstate ments as well as overall policies would be a common approach taken at this level.Changes introduced at the executive management level are the most difficult changesto fend, because employees are largely powerless against them.In the damage of the football clubs, the executive management would be theboards of directors, who can release certain amounts of funding for the operation ofthe team and/or make performance goals for league refinement positions.At a Mid-Management levelMiddle management is the level from which most organisational changecomes from. These changes can take the form of new operations rules (e.g. Forcedtimesheet logging). Changing the working practice for employees, by making theirworking life more strict or more lenient, pushing more responsibility onto theindividual employees or smaller changes like more frequent or earlier meetings.However, changes enforced or imposed by the mid-management are the most resisted.In the terms of the football clubs, the middle ma nagement would be the teammanagers. The managers can effect change by shouting at players and demandingresults, as done by Alex Ferguson at Manchester United, or by talking through thecurrent issues are working for a solution together with the players, as done by ArseneWenger at Arsenal.As a regular employeeRegular employees can change the culture in an organisation in the mosteffective manner. Through an observed work ethic or levels of professionalism orlevels of completeness in their work, employees can pressure other employees tochange how they work and this will filter around the organisation, effecting thechange.Now there are two types of motivation that people respond to. One, the peoplewho are shouted at and told what to do and told there will be consequences if they donot perform. This was the kind of tactic utilize by Roy Keane at Manchesterunited. Two, the people who like to be told that they are doing a great job and boost to do a little more, but encouraged by someone who was obviouslyperforming better. This was the kind of tactic employed by Patrick Viera at Arsenal. Guidelines for changing culture (Burns 2004)1) Formulate a clear strategical vision.An organisation needs a clear vision with a well define strategy and values inplace in order to be effective.2) Display top-management commitment.Cultural change needs to be managed from the top down. Executivemanagement need to agree to the plan and stick to it.3) Model culture change at the highest level.Cultural changes need to be communicated through the actions of executivemanagement. Management need to lead by example.4) Modify the organization to support organisational changes.Cultural changes need to be reflected in organisational changes in order toback them up, if at all possible.5) Select and socialize newcomers and terminate deviants.To really effectively change organisation culture, those who resist the changemay need to be let go. People stuck in their ways that cannot adapt are of nob enefit to the organisation going forward, sometimes this will manifest itselfin the form of early retirement. The hiring of new people will be done with thenew organisation culture in mind.6) Develop ethical and legal sensitivity.Changing a culture then radically changing all the staff in a company may not tho send out the wrong message, but actually be illegal or in breech of unionregulations. Such plans need to be enacted very carefully. Conclusion Culture is a complex beast, derived from the personalities of all the currentand previous employees of an organisation. As such, changing culture is equivalent tochanging peoples thinking, which is a non-trivial exercise. The intricacies of cultureand office politics are potentially huge and the initially obvious culture may just bethe tip of the iceberg as regards the culture at large.The culture of an organisation does indeed determine its ability to changeeffectively, but this is a good thing. For small innovative organisations, wher e thecompany is based around a core nucleus of core staff, the attitudes and actions arisingfrom those people will define the culture, usually into a vibrant and dynamicworkplace, capable of changing quickly and often ahead of the times. On the otherhand, in mature hierarchical structured organisations that have a large amount ofmanagement supported by a lower amount of staff, the culture will become morecomplex. Large organisations that have this structure (e.g. Financial Institutions), taketime to change effectively, because not only does the structure of the company meanthat it will take time for the changes to be propagated around the organisations, butthe changes are more likely to be resisted at every level down the hierarchy from theexecutive management to the real works, who the changes will most likely effectthe greatest