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The new Managing Director transformed the operation, culture and structure of the organisation

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Introduction

2.2 The new Managing Director transformed the operation, culture and structure of the organisation. Describe the issues and dangers in trying to bring about cultural and structural change and discuss their impact on the organisation with respect to the medium and large term. The first task in this question will be to give a definition of culture and structure. Culture is defined by Schwartz and Davis as: "A pattern of beliefs and expectations shared by the organisation's members. These beliefs and expectations produce norms and powerfully shape the behaviour of individuals and groups in the organisation." 6 To change the culture of a company is a very complex and slow task, due to that there are a lot of variables which influence in culture and the construction is very difficult to alter. A culture just can be successful if it fits with the environment in which it operates and if it's appropriate to its structure. The structure and environment can change quickly, so we will find few situations when the company will be out of step with changes.7 Culture change is applicable through a variety of methods like strategic planning, training, organisation, redesign to promote teamwork, and changes to appraisal systems. ...read more.

Middle

- Model culture change at the highest level: The new culture has to be transmitted by the Senior executives with their own actions. Through their behaviour they have to symbolise the behaviours and values of the new culture.10 To achieve this objective we have to implement systems to train the Senior Executive for this role, thus they can understand the implications of the new system and convince the staff of the necessity of the new culture. - Modify organisation to support organisational change: If a company wants to change his culture, this has to go enclose with the modification of the organisational structure, human resource systems, management style and information and control system. This modifications can be useful in the orientation of peoples behaviour to the new culture.11 As said before, AB Organisation will change his structure in all aspects of the organisation, the participative management, increased communication in all direction, constant analyse of the companies situation, etc. - Select and socialise newcomers and terminate deviants: The people of the company should fit with the new culture in their attitudes and behaviour. ...read more.

Conclusion

and although we can achieve economic benefits in short term with a new culture, in long term it possibly stems and demise. The appearance of a new situation will always met resistance in a company, by the people who want to maintain the old rules and customs. Above all we will find resistance from the top of the organisation, from the middle and senior managers, who are afraid of their status, power and personal beliefs.15 All kinds of cultures have dangers, for example a strong culture may disturb diversity and prevents alternative strategies arising, and this type of culture damages also the communication inside the company. From another point of view, an autocratic management creates distanced position to the rest of the company and won't be able to change the existing culture. Organisational control disturbs the power balance which will be linked usually to position and resource power. 6 Burnes, B., 2004. Managing Service. Prentice Hall, p.170 7 idem, p.176-177 8 idem, p.178 9 Burnes, B., 2004. Managing Service. Prentice Hall, p. 178 10 idem 11 idem 12 Burnes, B., 2004. Managing Service. Prentice Hall, p.178 13 idem 14 idem, p.180-181 15 idem ...read more.

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