Cultural Change Case Study
4.0 ONE key area for resolution.
A change in organization culture is the best solution for all the above said issues. A change in culture of the organization will bring new life to the employees to work as team and accept everybody and adapt to the new way of getting things done. This will resolve the bullying, absenteeism, skill or any other stress issues, cultural differences and work-life balance issues. It certainly reduces the employee turnover rate. Implementation of HRM plans has four primary activities: acquisition, development, compensation, and maintenance. Driving cultural change in an organisation is not an easy task. Soneva can form a group to initiate change by identifying organisational areas that will be impacted then the change manager usually the manager can plan the change and how to manage it. The change agent should …show more content…
People
Every change needs to be implemented by a change agent. Usually the managers himself act as change agent when they implement the necessary decisions related to change. Soneva Fushi should form a team of managers who are dedicated to handle cultural change process of the organisation. A 5 member team would be ideal as the discussions will be fruitful but the team should not be more than 7 members as the too many cooks spoil the soup. The team needs to be from different departments including one person as devil advocate in order to increase the efficiency of the change and to anticipate the resistance in advance.
Processes
The process of cultural change implementation creates uncertainty, ambiguity and insecurity in the mind of hosts in Soneva Fushi. Productive actions in the organisation may go slow during the process of change implementation. The methods of service and way of behaviour is under change, it affect the speed of actions of the staff in Soneva.
A change in organization culture is the best solution for all the above said issues. A change in culture of the organization will bring new life to the employees to work as team and accept everybody and adapt to the new way of getting things done. This will resolve the bullying, absenteeism, skill or any other stress issues, cultural differences and work-life balance issues. It certainly reduces the employee turnover rate. Implementation of HRM plans has four primary activities: acquisition, development, compensation, and maintenance. Driving cultural change in an organisation is not an easy task. Soneva can form a group to initiate change by identifying organisational areas that will be impacted then the change manager usually the manager can plan the change and how to manage it. The change agent should …show more content…
People
Every change needs to be implemented by a change agent. Usually the managers himself act as change agent when they implement the necessary decisions related to change. Soneva Fushi should form a team of managers who are dedicated to handle cultural change process of the organisation. A 5 member team would be ideal as the discussions will be fruitful but the team should not be more than 7 members as the too many cooks spoil the soup. The team needs to be from different departments including one person as devil advocate in order to increase the efficiency of the change and to anticipate the resistance in advance.
Processes
The process of cultural change implementation creates uncertainty, ambiguity and insecurity in the mind of hosts in Soneva Fushi. Productive actions in the organisation may go slow during the process of change implementation. The methods of service and way of behaviour is under change, it affect the speed of actions of the staff in Soneva.