What the role of organizational culture in organizational change - Essay Example

This research will begin with the statement that organizational behavior in an organization develops over the years of the existence of the organization and is closely linked to its organizational culture. Every organization has a unique organizational culture that differentiates it from others. Organizational culture manifests “the values and basic assumptions shared among organizational members” and as such “these values tend to persist over time and are more resistant to change”.

While organizational culture plays several key roles in an organization the two most dominant roles are: “adaptations to the organization’s external environment” and “coordination of internal systems and processes”. Coordinating the internal systems and processes will facilitate the formation of a common mission and this, in turn, will result in specific goals. Similarly, the reward systems for good performance as well as sanctions on poor performance are defined by the organizational culture.

On the other hand, organizational change is usually manifested through the organization’s values, basic assumptions, and artifacts of which the most visible component is artifacts. Culture in organizations can be defined as “a pattern of shared basic assumptions that the group learned as it solved its problems of external adaptation and internal integration that has worked well enough to be considered valid and, therefore, to be taught to new members as the correct way you perceive, think, and feel in relation to those problems”.

” (Schein 1997). The behavior within the organization is a part of its culture also. Organizational behavior can be defined as “the study of human behavior in organizational settings, the interface between human behavior and the organization, and the organization itself” (Shajahan, 2004, p. 3). As such, it can be seen that the organizational culture and behavior are extremely diverse between the two companies. Organizational culture plays a pivotal role in shaping the organizational goals and vision.

In times of organizational change it is significant that mangers take effective steps to channelize employee behavior in tune with organizational culture and vision. Managing organizational behavior is a relatively complex process in normal situations, especially if a major change occurs like mergers and acquisitions or other important structural or managerial changes within an organization. This organizational change is quite often stressful to everyone concerned. There may be fears of loss of jobs, changes in duties and responsibilities, fears (or hopes) of change in the compensation structure, and the ever present attitude of resistance to change.

Organizational change is inevitable under today’s competitive environment and hence companies should be ready with management of change for the purpose of staying competitive. As per Kurt Lewin’s three step model any organization that has impending large scale changes with regard to organizational culture, structure, and behavior should follow a three step process for smooth transformation from old to new. The relatively simple concept (in principle) needs an unfreezing, moving or transition, and refreezing of attitudes as behaviors (Burke, Lake & Paine, 2008, p. 233). Employees are attuned to the working atmosphere of their former employers and hence need an unfreezing of attitudes so that they are receptive to change.

The next step is to move or transform the employees to the new behavior and culture that is required in the present situation. Once this is achieved, the next logical step is to freeze the newly learnt factors into their minds. The change in organization behavior hence will only be developed through a long term perspective and cannot be planned in minute detail. It has to be planned in such a way by observing where