Bringing a Change in Organizational Culture

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Critically explain why changing organisational culture is so difficult and how managers can do it. Culture can be defined as “a set of basic tacit assumptions about how the world is and ought to be that a group of people share and that determines their perceptions, thoughts, feelings, and, to some degree, their overt behaviour” (Schein, 1996). Organizational culture is depend on differences in norms and shared values which are learned in workplace and to direct behaviour of members in the particular organisation. (Cabrera, Cabrera& Barajas 2001) Organisational culture was built on its shared beliefs and values which was the guidance to solve problems. This essay will introduce the definition of organisational culture and explain why changing organisational culture is so difficult. The main reasons are the fear of uncertain future and difficult to establish the organisational culture. In addition, the essay is to interpret how managers can change organisational culture and how does it work. Managers can change organisational culture through communication and management strategies. This essay may introduce the detail about changing organisational culture. Most scholars think that changing organisational culture is difficult; however a few people think it is easy to change organisational culture. As Chu (2003) stated that organizational culture is contributed to change. In his opinion, organisational culture can collect different values and actions to form a frame to guide the behaviour of members within an organisation. In other words, organisational culture can shape what employees do in the company and control tendency of company. For example, a company may have employees who are unwilling to change and who are conductive to change, if managers recruit staff that are innovated and willing to change, they may be the new power to change organisational culture. Therefore, to form a “change” culture can make changing organisational culture easier. However, it is also difficult to establish an organisational culture. It is need to experience a long time and face lots of difficult and challenges. According to levels of cultural analysis (Wood 2004), it shows how difficult to form the organisational culture, especially the deepest level of cultural analysis: common assumption. Common assumptions are to collect truths that organisational employees shares as a result of their common experiences and that direct beliefs and behaviours. It is extremely hard to isolate these modes, but it is interpret why culture is full of organisational life. It is hard to shape common assumptions if members of the organisation do not experience same ups and downs or cooperate long time. As Ferrara-Love (1997) stated that organizational culture does not appear in a night. On the contrary, organisational culture evolves during the time, and is the collective beliefs of individuals who worked together. Therefore, it is hard to establish organisational culture, to say nothing of changing organisational culture. At the same time, it is debatable to recruit plenty employees when the company want to change organisational culture. The new power is unstable to the company. It is hard for managers to control the new employees and it still need to cost much time. To conclude, it is difficult to change organisational culture. Organisational culture plays an ineradicable role to different kinds of organisational behaviours and members within organisations. Thus, it is always failure if certain problems of organisational culture were not being considered. Moreover, if managers want to change organisational culture which focuses on shared values or beliefs, it will be more difficult; because on the deepest of organisational culture, it formed invisible and omnipresent old guard or power which makes organisational change failure. As Locus and Kline (2008) stated that organizations always appear “learning disability” and “defensive routines” which obstruct the...
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