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With the advent of time, the companies have realised that they need to bring reforms within their operations so that they can meet their customers’ expectations (Mohammed & Bardai, 2012). It is mandatory requirement for the firms to give leverage to their employees in terms of decision making and experimenting with unique ideas (Zain, Ihsak & Ghani, 2009). Hence, the organisations have to refine their organisational cultures by changing their policies, procedures, rules and related business aspects to thrive in such competitive corporate environment.
When a change takes place in the organisation, there is a potential of triggering both optimistic and pessimistic moods and emotions in the employee and they are dependent on a wide range of factors (Smollan & Sayers, 2009). Some of the aspects which are the determinants of such emotions are the expected outcomes’ valence, change processes which are being used, time, speed and frequency of the changes, emotional intelligence, personality of employees and leadership styles (Zajac, 2009). Hence, the organisational culture is the main determinant for generating the emotions during the change process.
According to Schein (2010), the organisational culture is described as “a collection of values, customs, traditions, rules, norms, beliefs, artefacts, assumptions and structures.” By some scholars, the term ‘organisational culture’ is interchangeably used with ‘organisational climate’; but there is a difference between the two terminologies as climate is the perception of an employee about the firm’s culture (Ahmadi et al., 2012).
In order to understand the organisational culture, a culture is regarded as ‘the way things are carried out in a setting’ and it basically sculpts the members’ behaviours in both covert and overt means (Valencia, Valle & Jimenez, 2010). In other words, culture is the system of shared meaning held by the group of people and
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The paper throws light on diversity as an integral part of the society and workplace. The society has become more diverse than ever before and in every organisation, employees from different backgrounds play an influential role in determining its productivity and competitiveness. Business managers apply different approaches of managing diversity in the workplace depending on their strategic goals.
The pace at which this change has been occurring in organizations is increasing with rapid strides because of the dynamic and continuously changing business environment and globalization. Authors and researchers have typically characterized change management by its rate of occurrence; by the way it comes about and finally; its scale of occurrence.
Along with this, certain programs especially initiated by governments of nations have played an important role in enhancing the importance of diversity in the workplaces. Moreover it is expected that there will be an increased numbers of women, minorities and people hailing from diverse cultural backgrounds with different lifestyles entering the workforce.
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The researcher of this essay will make an earnest attempt to investigate the existence of any relationship between organizational change and organizational culture as well as discusses whether organizational culture is something that an organization has or organizational culture is something that an organization is.
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