By Mats Alvesson, Stefan Sveningsson
How do humans react to major organizational swap? can we see ourselves as supporting switch to return approximately, or permitting switch to take place round us? How do 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 undertaking administration and engagement, this ebook explores the perspectives and reactions of assorted stakeholders present process real-life switch techniques. Drawing on theories of organizational tradition, it is helping us to appreciate how corporations can advertise switch with no alienating the folks had to enforce it. altering Organizational tradition represents an unique and well timed addition to the literature on organizational switch. it will be important studying for all scholars, researchers and practitioners operating in organizational concept and behavior, swap administration and HRM.
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Extra info for Changing Organizational Culture: Cultural Change Work in Progress
The most important new role in the case was that of the ‘regional team manager’, who was responsible for allocation of work, consultant development, coaching, etc. In particular the authors emphasize clear managerial communication and encouragement of managers to become role models for wished behaviour. g. ceasing practices that symbolized individualistic behaviour such as praising individual ‘billing achievers’ at Christmas parties. In terms of following change processes closely in order to gain deeper understanding, the case goes beyond many of the pop-management stories based primarily on anecdotal secondary data.
Dimensions of cultural analysis focus on lived experiences, implying a focus on people, relations, meaning and emotions, while things like systems and structures are seen as secondary. In this chapter we initially elaborate briefly on organizational culture and relate this to some ideas and problems of organizational change as discussed in the previous chapter. We then review specifically some ideas on organizational change 36 Perspectives on change and, in relation to that, discuss two views of how organizational culture change is accomplished.
34 Perspectives on change As an alternative, the process approach provides a general framework for understanding the messy and disordered character of organizational change. Broadly speaking, this approach emphasizes the significance of studying and practising change from a micro perspective, making it possible to focus in depth on local interpretation and identity positioning among those participating in change processes. In this approach changes are treated as more or less continuous. Most research on this approach takes an interest in not only change initiatives formulated by a managerial elite but also how change is accomplished by all organizational members on a daily basis.