Cultural Change - Research Paper Example

?Table of contents 0 Executive summary 2 2.0Literature review 4 2 Changing technology 4 2.2 Organisational culture 4 2.3 Socialisation 6 2.4 The M-Factor 7 2.5 Organisational learning 10 3.0 Change management model 11 3.1 Leadership styles 13 3.1.1 Authoritarian leadership style 13 3.1.2 Delegation leadership style 14 3.1.3 Participative leadership style 14 3.1.4 Supportive leadership style 15 4.0 Discussion and conclusion 15 5.0 References 17 Figure 1 Socialisation model 7 Appendix 1 Socialisation process 18 1.0 Executive summary During the contemporary period, it can be noted that organisations operate in a dynamic and changing environment. As such, one of the most challenging roles of a leader is to guide the organisation through a major change. In order for the organisations to be able to keep pace with the changing environment, it is inevitable for them to embrace the factors such as culture since it is one major factor that shapes the behaviour and performance of the employees within a particular organisation (Schultz et al 2005). In this case, the leader plays a pivotal role in ensuring the success of the organisation undergoing a change process. Against this background, this research paper is very important to the change agent as he will be better positioned to keep pace with the dynamic environment which impacts on organisational culture so as to ensure the viability of the organisation. Almost every organisation has to adjust to a multicultural environment. Human resources policies and practices have to change in order to attract and keep a more diverse workforce (Robbins, 2003). And many companies have to spend large amounts of money on training and upgrading computer skills among the employees. This approach to change can impact on the organisation given that culture is dynamic hence the need for the organisation to constantly check some of the changing factors in order to keep pace with all the changes taking place in the environment. Technology plays a pivotal role with regards to changing organisational culture. The substitution of computer control for direct supervision for instance is resulting in wider spans of control for managers and flatter organisations (Robbins, 2003). Sophisticated communication is also making organisations more responsive given that the employees can now use communication tools such as cell phones for voice and text messages as well as the internet. The millennial generation of communication has revolutionised the workforce as going to be discussed in detail below. The paper will specifically focus on the impact of the M-Factor on cultural change within the organisation. Basically, culture can be defined as a set of basic values, perceptions, wants and behaviours learned by a member of the society from family and other institutions (Kotler & Armstrong, 2004, p. 180). The new generation of social networks such as tweeter and Face book impact on the culture of the members of the organisation hence this research paper seeks to explore the extent to which culture change can impact on the viability of the organisation. “Young people are transforming the workforce and overall it’s for the better, as their culture is the new culture of work.” (Thomas, ND). Thus, the M-factor has a bearing on the culture of the organisation as a whole. The practicing manger ought to embrace this new dispensation of communication given that new information and communication technology is making sweeping changes to the way people interact within the organisations. 2.0 Literature review 2.1 Changing technology Most of the early studies in management and organisational behaviour dealt with efforts aimed at technological changes (Robbins, 2003). At the turn of the century, scientific management sought to implement change based on time and motion studies that would increase efficiency. Today, major technological changes usually involve the introduction of new equipment and computerisation. The most visible technological change in the recent years has been the expansion of computerisation (Robbins, 2003). Most organisations now have sophisticated management information systems that link the employees regardless of where they are located. Communication plays a pivotal role in the organisation since it shapes the way employees interact and share ideas. Cell phones and the internet are new forms of information and communication technology that have dramatically improved the communication process among members of the organisation and the society at large. These need to be harnessed in the operations of the organisation as they impact on its changing culture. 2.2 Organisational culture Organisational culture refers to a system of shared meaning held by members distinguishing the organisation from the others (Robins, 2003). This system of shared meaning is upon closer examination a set of key characteristics that the organisation values. Some of the factors are discussed in detail below. Innovation and risk taking are key areas given priority in shaping the organisational culture. As noted above, organisations operate in dynamic environments that are constantly changing and there is need for innovation of new ideas in order for the organisation to keep pace with the changes taking place. The employees are also encouraged to pay particular attention to detail in their operations so as to be able to achieve the organisational goals. Various methods of communication are used to build an organisational culture which shapes the way individuals behave within a particular organisation. The other important aspect that characterise organisational culture is people orientation. This is the degree to which management decisions take into consideration the effect of outcomes on people within organisations (Robbins, 2003). This notion is also based on the notion of team building whereby emphasis is put on the work activities of the team rather than the individuals. There is need for synergy of individual efforts in order to achieve the set organisational goals. Basically, team effort plays a pivotal role in the organisation since the efforts of the organisational members are ought to conform to the desired goals. Through organisational culture, the members are encouraged to be aggressive in their performance rather than easy going as this can negatively impact on the productivity of the organisation. This picture becomes the basis for feelings of shared understanding that that the members have about the organisation, how things are done and how people behave (Robbins, 2003). Job activities are designed around work teams and team members are encouraged to interact with people across functions and authority levels. The study of cultural differences in organisations allows the leaders and managers to understand how culture influences employee’s behaviour and performance and whether it enhances or hinders organisational excellence (Schultz, 2005). Culture performs a number of functions in the organisation. It creates a corporate identity that distinguishes the organisation from the others and as a result, it gives the members of the organisation an identity. It actually plays a pivotal role in creating a sense of belonging to the organisation among the employees which will motivate them to put optimum performance in their day to day operations. Organisational culture also guides the employees in terms of acceptable behaviours and attitudes especially when they have to make decisions to solve problems (Schultz, 2005). On the other hand, organisational culture plays a pivotal role in creating a social system of stability which is associated with both job and emotional security. It can also be used as a yardstick to correct deviant behaviour among the employees. The role of culture in influencing employee behaviour appears to be increasingly gaining prominence in today’s workforce. As the organisations have widened spans of control, flattened structures, introduced teams, reduced formalisation and empowered the employees, the shared meaning provided by a strong culture ensures that everyone is pointed towards the same direction (Robbins, 2003). Culture enhances organisational commitment and competency of employee behaviour which are benefits to the organisation. However, communication plays a pivotal role in the development of organisational culture as there is need for people to share their ideas and knowledge in order to have a shared vision for the organisation. As going to be discussed below, culture is formed through the socialisation process and there are different forces that can lead to change of organisational culture. 2.3 Socialisation This is the process through which the new members of the organisation learn the values, norms and beliefs of the organisation in order to become an integral part of it (Schultz, 2005). The end result of successful socialisation is a person who has adopted the values of the organisation as their own and acts according to them for the betterment of the organisation. More often than not, people who experience significant conflict between their own personal values and the organisation’s values will reduce their performance. Thus socialisation should not be left to chance but should be carefully planned and managed as a mechanism to indoctrinate the new members into the organisational culture and to continually develop them to meet the standard expectations of the organisation (Schultz, 2005). Organisations of today cannot afford the slow learning of the organisational culture as this will negatively impact on the performance of the members of the organisation. Through social networking, members of the organisation can learn the culture and can be able to anticipate changes that are likely to take place in the culture of the organisation. (Figure 1 shows the socialisation model and appendix 1 gives the details of the socialisation process). Fig 1 Socialisation model 2.4 The M-factor The Millennial Generation is rocking the workplace and their impacts on the organisational culture and performance cannot be ignored. According to Lancaster & Stillman (2010), “the Millennial generation (those born between 1982 and 2000) has rapidly entered the workforce in greater numbers, but its introduction to the workplace has been anything but seamless.” Many companies have reported incidences where new information technology such as cell phones as well as face book has been used to override traditional communication channels in the organisation. For instance, confidential information can be disseminated through social networking cites as face book or twitter. Clashes of this magnitude are a common feature in different places around the world in different workplaces. This has left the leaders as well as other workers wondering about the best strategy they can implement to create an environment that can harmoniously incorporate the needs of the Millennials while at the same time safeguarding the interests of the organisation as a whole. Managing change is a process which requires a holistic approach and these varied perspectives discussed are closely related to the topic discussed. Thus, “going forward, a company's success will depend upon knowing the answers to these questions, because they are the keys to motivating this new generation and to taking advantage of the amazing potential it possesses.” (Lancaster & Stillman, 2010) The Millenials are the leaders of the future generations and there is need to harness their needs in the management systems since this is critical in shaping their behaviour. The changing communication landscape is real and organisations can only ignore this at their own peril. On the other hand, cell phones have also tremendously changed the communication landscape in the workplace. Members of the organisation can bypass the traditional of communication channels and any information can be accessed and exchanged though the use of the Internet or text messages over the cell phone. Generally, social networking sites have dramatically changed the communication landscape in and outside the workplace. The virtual world has significantly evolved and the liveliest areas of the Internet are those when you can communicate with others in real time. Since the end of 1995, the world of online chatting has gained an exciting dimension with the arrival of a number of “cyberworlds” or “virtual multiuser environments” (Cooper, 1996). Several such worlds each with unique characteristics have become available via World Wide Web or the commercial online services. As a result of the use of the virtual world, it is practically impossible to curtail the flow of information among the members of the organisation. The Internet is revolutionary and there is need for business to adopt the features of this medium of communication since it has dramatically changed the worldview of how members of an organisation create values that can guide their operations. The main concern is whether members of the organisation are positioned to mediate the messages through computers or not, it can be noted that the participants in any communication will always be important than the technologies involved (Grant & Borcheds, 2008). Nevertheless, the speed with which new communication applications are developed and brought to the market has necessitated sharp learning curves to ensure that we keep abreast with the sophisticated gadgets as well as growing applications. The internet has become a major communication medium for business transactions and information exchange but in one way or the other, face to face interaction is still important. Giving the co-workers at all levels the opportunity to engage in face to face interaction adds value to business through promoting effective leadership and team operations to problem solving (Grant & Borcheds, 2008). The concept of the digital divide posits to the effect that the Internet as well as all other super gadgets of our technological world has fundamentally changed the way we communicate. As such, there is need for the leaders within an organisation to embrace this new generation communication “In The M-Factor, Baby Boomer Lynne Lancaster and Generation Xer David Stillman draw on cutting-edge case studies, findings from large-scale surveys, and hundreds of interviews to identify the seven trends essential for understanding and managing the Millennials: the role of the parents, entitlement, the search for meaning, great expectations, the need for speed, social networking, and collaboration.” (Lancaster & Stillman, 2010). All these factors are very important in the management of organisations today as they determine the way people interact thereby shaping their behaviour. Adopting this communication style while remaining focused on the goals of the organisation can be very effective in bridging the gap that within the communication landscape of the organisation which can enhance it to be productive and achieve its organisational success. Thus, the perspectives are related to strategic change as they are explanatory given that they highlight some of the changing features of the communication landscape within the organisation. 2.5 Organisational learning In as far as strategic change in the organisation is concerned, there is need to inculcate a sense of organisational learning so as to assimilate the needs of the Millenias in the corporate culture of the organisation. As noted, new information and communication technology has made sweeping changes to the way members of the organisation interact and there is every need to promote a home grown solution to the challenges that may be posed by the new dispensation to communication technology. The concept of learning organisation was popularized by Senge (2006) who described it as, “organisations where people continually expand their capacity to create the results they truly desire, where new and expansive patterns of thinking are nurtured, where collective aspiration is set free and where people continually learn how to learn together.” Thus, according to this definition, learning is no longer restricted to individual experience but has become teamwork which requires new and innovative ways of learning and managing performance improvement as discussed above. This is strategic to implementing change since the exchange of information is seen as central to the process of learning organisation. It has to be nurtured for the betterment of the organisation as a whole. Senge’s learning disciplines include the following: systems thinking, personal mastery, mental models, building shared vision and team learning. In as far as strategic management is concerned to change, the systems thinking is widely regarded as the cornerstone of the learning organisation and it suggests that the leaders and managers ought to view an organisation as a complete entity which is dynamic and should focus on long term plans of the organisation which is strategic in implementing change. 3.0 Change management model The ideal change model in this particular case is the Nurturer leadership style. The nurturer leadership style suggests that change is developed within the members of the organisation and is shared by everyone. This style of leadership borrows from Senge,s learning organisation. Thus, Senge (2006) suggests that knowledge creation and sharing are very important in the operations of the organisation as it will enable the employees to keep pace with the ever changing environment. The Millenials as noted have different tastes towards the use of new information and communication technology hence the need for the leadership and management to ought to encompass the views of this generation in the management system of the organisation in a bid to promote inclusivity. This style is more ideal given that it is accommodative to a diverse range of views from different people within the organisation. Managing diversity is a very important component of managing change given that people come from different cultural backgrounds and their culture is likely to be influenced through the use of social networks for communication. The Nurturer leadership style in this case suggests that the members of the organisation are given the autonomy to contribute towards the decision making process where they can freely share their ideas and knowledge which can be encompassed in the management system of the organisation. The ideas can be bred or nurtured in a fashion that will promote continuous learning of the employees for the betterment of the company as a whole. Thus, the leaders will take a leading role in promoting the growth of an idea which is very strategic in as far as change in an organisation is concerned. The success of the organisation is mainly dependent on its ability and willingness to adapt to change and openness in the decision making process. In this particular change, it can be authoritatively said that understanding the Millenials is no longer an option but a necessity to the survival of business as we move into the information society that is characterised by superhighways for information exchange (Lancaster & Stillman, 2010). The nurturer leadership style suggested in this particular case can be used in conjunction with supportive as well as participative leadership styles. The supportive leadership style suggests that the leaders treat the subordinates as equals and shows concern for their well being (Swanepoel, 1998). Their status and personal needs are given priority where the leadership and management will seek to develop pleasant interpersonal relationships among the group members. On the other hand, the participative leadership style means consulting with subordinates and using their suggestions and ideas in decision making (Robbins, 2003). This leadership style suggests that there is need to create an environment whereby every member will have a sense of belonging to the organisation by sharing the same vision of the organisation. The needs of the subordinates ought to be encompassed in the decision making process of the organisation. 3.1 Leadership styles Leadership style is a way of leading people in an organisation and there are different styles. John Kotler of the Harvard Business School (cited in Robinns, 2003) argues that leadership is about coping with change where there is need to establish direction by developing a vision for the future. The leadership will align the people by communicating this vision and inspiring them to overcome hurdles that may be encountered along the way. Fiedler’s contingency model posits that a successful leader matches style with the situation. There are basically four main categories of leadership styles namely authoritarian, participative, supportive and delegation. A comparison will be drawn between the nurturer model that has been suggested to be ideal in implementing strategic change with regards to the M-factor and these different leadership styles. 3.1.1 Authoritarian leadership style Hersey and Blanchard’s situational leadership model posits to the effect that levels of directive leader behaviours are based on the level of readiness of the followers (Robbins, 2003). Directive behaviour occurs when a leader relies on one way communication where he structures, controls and supervises everything. There is also the coaching style which comprises two way communication which helps build confidence and motivation on the part of the employee but the leader would however, still remain with the responsibility for controlling and decision making. This leadership style is not compatible with implementing a strategic change of this magnitude to the organisation. The Millenials are there to stay in the organisation and their behaviour ought to be streamlined into the operations of the organisation in order to harness some of the benefits that can be derived from using social network sites for communication. 3.1.2 Delegation leadership style The delegating style is appropriate for the leader whose followers are ready to accomplish a particular task (Swanepoel, 1998). These ought to be motivated and competent to take full responsibility for the task and in this case, the traditional leaders can empower the youths to take a role in deciding the way they would like to operate while at the same time controlling the situation. There would be a sign of willingness on behalf of the employers to take the responsibility to complete the assigned task. However, one major weakness with this style is that it is task oriented whilst the functions of the organisations today are mainly centred on the functions of the teams where learning can be promoted through various forms of communication which ought to encompass the new information and communication technology discourse. 3.1.3 Participative leadership style Other leadership styles can be explored from House’s path goal model which indicates that effective leaders clearly specify the task, reduce barriers to task achievement and increase opportunities for task related satisfaction (Robbins, 2003). The achievement oriented style encourages setting high but attainable goals for the employees. This involves a two way communication where a leader involves his followers in the process of decision making. The participative path is primarily concerned with meeting the followers’ needs for making suggestions and involvement in the process of decision making. The directive style clarifies the path to get rewards for those whose performance is outstanding. This particular style of leadership can be implemented in conjunction with the suggested nurturer leadership style given that it promotes participation and involvement of all employees which is central in implementing strategic change in the organisation. Harnessing new information and communication technology in the operations of the organisation is a process which requires a holistic approach hence the need to involve all the employees particularly the youths in the decision making process. 3.1.4 Supportive leadership style The supportive style is concerned with increasing self confidence among the employees to complete the task. Supportive behaviour is where a leader and followers share the decision making process (Robbins, 2003). By virtue of supporting the subordinates to take an active role in formulating organisational culture in the changing environment as discussed above, the leaders will be in a position to enhance mutual understanding among the employees with regards to the way they interact which has a bearing on the operations of the organisation as a whole. As discussed above, this model can be used in conjunction with the nurturer leadership style suggested above for implementing strategic change with regards to culture of the organisation which can be impacted by the use of new media such as phones, social network sites like face book and twitter which can undermine the traditional roles of communication in the organisation. 4.0 Discussion and conclusion During the contemporary period, it can be noted that organisations operate in a dynamic and changing environment. As such, one of the most challenging roles of a leader is to guide the organisation through a major change. In order for the organisations to be able to keep pace with the changing environment, it is inevitable for them to embrace the factors such as culture since it is one major factor that shapes the behaviour and performance of the employees within a particular organisation (Schultz et al 2005). In this case, the leader plays a pivotal role in ensuring the success of the organisation undergoing a change process. This research paper suggested that the change agent is pivotal in implementing strategic change in an organisation where there is need to be better positioned to keep pace with the dynamic environment which impacts on organisational culture so as to ensure the viability of the organisation. It can be noted that social networking sites have significantly changed the communication landscape in and outside the workplace. The virtual world has significantly evolved and the liveliest areas of the Internet are those when you can communicate with others in real time. As a result of the use of the virtual world, it is practically impossible to curtail the flow of information among the members of the organisation. The Internet is revolutionary and there is need for business to adopt the features of this medium of communication. All these factors are very important in the management of organisations today as they determine the way people interact thereby shaping their behaviour. Adopting this communication style while remaining focused on the goals of the organisation can be very effective in bridging the gap that within the communication landscape of the organisation. Thus, in order to successfully implement change which seeks to harness the use of the new information and communication technology in its communication processes, the practicing leader must adopt the nurturer leadership style. This style suggests that the members of the organisation are given the autonomy to contribute towards the decision making process where they can freely share their ideas and knowledge which can be encompassed in the management system of the organisation. The ideas can be bred or nurtured in a fashion that will promote continuous learning of the employees for the betterment of the company as a whole. The success of the organisation is mainly dependent on its ability and willingness to adapt to change and openness in the decision making process. In this particular case, it can be authoritatively said that understanding the Millenials is no longer an option but a necessity to the survival of business as we move into the information society that is characterised by superhighways for information exchange as suggested by the proponents of the M-factor model (Lancaster & Stillman, 2010). 5.0 References Cooper, B. (1996). The Internet: How to get connected and explore the world wide web exchange news and email, download software and communication online. London: Dorling Kindersley. Grant, T. & Borcherds, R. (2008). Communicating at work. CT: Van Schaik Publishers. Kotler, P. & Armstrong, G. (2004). Principles of marketing. (Tenth edition). NJ: Pearson Education International. Lancaster, L.C. & Stillman, D. (2010). The M-factor: How the Millennial Generation is rocking the workplace? Retrieved from http://www.harpercollins.com/books/M-Factor/?isbn=9780061769313 Robbins, S.P. (2003). Organisational behaviour. CT: Pearson Education. Senge, P. (2006). The fifth discipline. The art and practice of the learning organisation. London: Random House. Schultz, H. et al (2003). Organisational behaviour. CT: Van Schaik Publishers. Susan, E.J. & Randal, S. (2000), Managing Human Resources: A Partnership Perspective, NY. South Western College Publishing. Swanepoel, B.J. (1998). Human resources management: Theory and practice. CT: JUTA. Werner, A. Et al (2007). Organisational behaviour: A contemporary SA perspective.(2nd Edition). CT: Van Schaik Publishers. Appendix 1 The socialisation process Phase 1 Anticipatory socialisation Subjective interpretation of information obtained through (learning before joining the org) the media, job advertisements and social networking Such as twitter and face book. Includes information about job requirements, Development opportunities, benefits and personal needs. Phase 2 Reality encounter The new comer gets to know the required work ethic, (actual experiences on entering actual job requirements and social arrangements. He or the organisation and starting she develops a feel of shared values, attitudes, beliefs on the job) and behaviour and observes modelled behaviour & attitudes Phase 3 Adjustment and acquisition Group values, attitudes, beliefs and behaviours are (The new comer changes his or internalised. Her attitudes and behaviour to The new comer settles down into the newly acquired Conform to those of the group) behavioural pattern. Read More