Management of change

Topics: Facebook, Organizational studies, Organizational culture Pages: 18 (3552 words) Published: July 29, 2014


Subject title; Management of Change
Student number; B00594930
Tutor name; Lorna Treanor
Due date; 15th April 2014

Table of contents

Section 1……………………………………………………………………………………...3 1.1 Objective of the report………………………………………………………………….3 1.2 Scope of the report……………………………………………………………………...3 1.3 Methods used……………………………………………………………………………3 1.4 Summary of the main body…………………………………………………………….3 Section 2……………………………………………………………………………………...4 2.1 Introduction………………………………………………………………………………4 2.2 Company background…………………………………………………………………..5 2.3 Organisational culture and structure………………………………………………….6 2.4 The iceberg theory………………………………………………………………………8 2.5 Different levels of culture……………………………………………………………….9 2.6 Organisational cultures influence on creativity and innovation…………………...10 Section 3…………………………………………………………………………………….14 Conclusion…………...……………………………………………………………………..14 References………………………………………………………………………………….15

Section 1

1.1 Objective of the report
The objective of this report is to analyse Facebook’s organisational culture and the influence it has on organisational performance, culture and innovation. 1.2 Scope of the report
This report looks at the various different aspects of organisational culture, looking at the Iceberg theory, Hofstede levels of culture and also the influence organisational culture has on creativity and innovations. 1.3 Methods used

In order to complete this report several information sources will be used such as; library resources; websites; textbooks; journals; articles; and other publications. 1.4 Summary of the main body of the report

The main body of the report begins with a brief introduction to how vital organisational culture is to the success of an organisation in today’s environment. It then gives a description on the company background of Facebook outlining its growth over the past few years in terms of work force and net worth. It then looks at the Halls

Section 2

2.1 Introduction
Change management provides a competitive advantage, allowing organizations to quickly and effectively implement change to meet market needs. Prosci’s defines change management as “the application of a structured process and set of tools for leading the people side of change to achieve a desired outcome.” Change management emphasizes the “people side” of change and targets leadership within all levels of an organization including executives, senior leaders, middle managers and line supervisors. When change management is done well, people feel engaged in the change process and work collectively towards a common objective, realizing benefits and delivering results. (Prosci, Anon) What differentiates successful firms from others? How have they been able to make it when others have failed? How did Wal-Mart take on Sears and Kmart – the two largest retailers in the world-and, figuratively speaking, eat their lunch? While Wal-Mart prospered, its largest rivals were forced to sell off divisions, replace CEOs, downside dramatically, and close stores. How did Southwest Airlines thrive when several of its competitors went belly-up? How did Circuit City, Tyson Foods and Plenum Publishing succeed when their competitors have gone out of business so rapidly that it’s hard to keep up? The key ingredient in each case is something less tangible, less blatant, but more powerful than some market factors. The major distinguishable feature in these companies, their most important competitive advantage, the most powerful factor they all high light as a key ingredient in their success, is their organisational culture. (Kim S. Cameron, Robert E. Quinn, Anon) If you think of the most successful organisations you know, from large corporate firms like Coca-Cola, Disney, General Electric, Intel, McDonalds, Microsoft, Song and Toyota to small entrepreneurial start-ups. Literally, every leading firm you can think of, small or large, has developed a distinctive...


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Daft, RD (2007) Organisation theory and design: understanding the theory and design of organisations. Anon: South-Western; International ed edition
Dozier, BD (Anon) Organisational culture: Facebook Inc
Gallaugher, J. M. (2008). Facebook Case. Available from: Gallaugher.com:http://www.gallaugher.com/Facebook%20Case.pdf [Accessed 5th April 2014].
Hall, EH (1976) Edward T. Hall’s cultural iceberg model. Available from: http://region10.acui.org/region/10/conference/2011/presentations/Hall 's%20Iceberg%20Model%20handout.pdf [Accessed 4th April 2014].
Hofstede (Anon) Cultures and organisations: Software of the mind. Available from: Available from: https://westwood.wikispaces.com/file/view/Hofstede.pdf [Accessed 6th April 2014]
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Purkayastha, D., & Qumer, S. M. (2011). Facebook: Balancing Growth and Preserving Corporate Culture. Available from: http://www.icmrindia.org/casestudies/catalogue/Human%20Resource%20and%20Organization%20Behavior/HROB144.htm [Accessed 5th April 2014].
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Sloanreview (2013) How innovative is your company’s culture?. Anon: Sloanreview. Available from: http://sloanreview.mit.edu/article/how-innovative-is-your-companys-culture/ [Accessed 9th April 2014].
Tushman, M.L and O’Reilly, C.A. III (1997) Winning through innovation: A practical guide to leading organisational change and renewal, Hardvard business school press, Boston, MA.
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