Reading Log and Case Study - Essay Example

The most important resource available to organisations is human resource and their conducive functioning is ensured by a suitable organisational culture and climate. 2. Key insights (200 words) The state of the economy mandates that various organisations have to merge with each other in order to forge their survival. On the other hand, certain other organisations are trying to go for a change in their business operations through business process innovation. In order to support both kinds of activities, it is essential that organisations enhance their operating organisational culture and climate by innovating within its framework.

The transition from one organisational cultural state to another cultural state is not only cumbersome but requires dedicated effort on multiple fronts. In order to make organisational culture and climate change a success it has to be adapted well to the existing organisational culture and organisational climate. This ensures that the transition between cultural states is smooth and does not affect business operations negatively. In order to make the transition as smooth as possible, it is advisable to study the various involved sub-cultures within organisations in detail to identify possible transition problems.

The resistance to change in organisational cultures is a present reality and needs to be dealt with on realistic footing. How can you key insights be applied in practice (200 words) In order to deal with organisation change on a stronger footing, it is necessary to implement organisational cultural change with greater understanding of the underlying sub cultures that would provide resistance to change. It is necessary to provide employees with means of feedback to gauge their assessment of the organisation’s culture and climate in order to develop new changes.

Employee feedback could be received using questionnaires, surveys, one on one meeting by senior management and other similar methods. Once employee perception of existing organisational culture and climate is established, this baseline can then be used to plot a new direction for movement. During any major or minor organisational culture or climate change resistance will be encountered. The senior management of the business has to find avenues that will invite resistance from employees and then deal with these problems accordingly.

For example, senior employees may show reluctance to upgrade their IT skills so the management would need to provide them with more intuitive and easy to use IT systems. These gaps and deficits must be assessed as realistically as possible and the use of external experts should not be ruled out. Case Study 1. How would you characterise current staff behaviour at the Yorkshire and Lincolnshire Bank? The current staff behaviour at Yorkshire and Lincolnshire Bank is characterised by a twofold description – the older staff is sticking to its old working values while the new staff is trying to innovate and increase competitiveness.

Overall staff behaviour characterises the struggle between the old guard and the new innovators. 2. Do you feel that their behaviour is attributable to the changes that have taken place, and why? The behaviour of the staff is purely an outcome of the structural change at the bank given the merger. Instead of the staff being at loggerheads because of differentiated cultures from two organisations, the staff is in a struggle because change is being imposed and resisted. Older members