|
|
|
CEO's Discuss Incentive Compensation
The following are the highlights of the Executive Briefing on Incentive Compensation for Small to Mid Sized Companies James Kaitz, CEO of The Association For Financial Professionals shared that his organization has exceeded their annual targets...
Diversity in The Workplace
Diversity in the Workplace By Judith Lindenberger, MBA and Marian Stoltz-Loike, Ph.D. As you look around your office, is everyone just like you? Probably not. The demographics of the American workforce have changed dramatically over the last 50...
Five Ways to Improve Your Bottom Line
Copyright 2005 Log Cabin Rustics
“A penny saved is a penny earned”, the old adage attributed to Ben Franklin, only tells half of the story. A penny saved is really better than a penny earned, because you don’t have to pay taxes on it. Here,...
How to Sell High Tech Solutions
How to Sell to High Tech Solutions
Many companies are looking to improve upon the speed, security, and accessibility of business technologies, especially satellite and broadband connections to the internet. While customers are becoming more...
Rx FOR FALLING CORPORATE PROFITS
"Corporate Profits Fell 43% in 1st Quarter" proclaimed the 15 May 2001, Wall Street Journal headline. The article went on to say that: "The nation's (1700) largest corporations posted one of the worst profit performances in at least 10 years in...
|
|
| |
|
|
|
|
|
|
Organizational Culture Change: Is It Really Worth the Effort?
Much has been written about changing organizational culture.
It's an exciting topic because of the enormous potential
benefits derived from changing an organization's culture. While
exciting because of its enormous potential, attempting to change
organizational culture can lead to enormous frustration.
It is important to understand how deeply the roots of
organizational culture go. Organizational culture is rooted in
the shared tacit assumptions of the organization. These tacit
beliefs drive behavior throughout the organization.
Edgar Schein believes organizational culture provides members of
the organization "stability, consistency, and meaning." The
change agent who threatens those three things will surely meet
strong resistance.
Schreyoegg, Oechsler, and Waechter (three German researchers)
believe organizational culture provides members with a
worldview: how to perceive, how to conceptualize, and how to
make decisions.
In my book, "Strategic Organizational Change," I offered six
reasons for organizational culture's stubborn resistance to
change:
1. it is implicit rather than explicit
2. it is woven into everyday practice
3. it leads to uniform thinking and behavior
4. it is historically rooted
5. it guides all decision making
6. it is used to socialize newcomers
The main reason changing organizational culture is so difficult
is that it resides in the dark, unexamined recesses of the
corporate mind. The unexamined assumptions that make up the
organizational culture have not been questioned in years.
We know that most organizational culture change efforts fail. We
know that organizational culture changes that succeed only do so
after a frustrating uphill-battle against
Tracy Nelson Relights Her Fire In 'Victim of the Blues'
Through a 40-year career that's reached from the Fillmore scene of late 1960s San Francisco to Nashville's top studios, Tracy Nelson has earned a reputation as a powerful singer with a stunning voice. Recently, Nelson's work on a new album was interrupted by a fire that badly damaged her home and her studio. But the music, like the artist herself, proved to be a survivor.
Around The Jazz Internet: July 30, 2010
News and notes from around the web, including "Jazzcats Crossing The Hudson" the painting, Angry Keith Jarrett, RIP Chris Dagley, a Gary Burton interview, a roundup of minor shouting matches and lots from Steve Coleman.
the status quo. We
know that powerful organizational members have a vested interest
in maintaining the status quo.
So, my question to you is this: Should an organization spend its
limited resources (time, energy, and money) to change the
organization's culture? My answer is "yes." Let me explain.
Organizational culture change is necessary to support almost all
organizational change efforts (strategic, structural, or
process). Organizational change efforts will fail if
organizational culture remains fundamentally the same. The
effectiveness of organizational change efforts requires
embedding improvement strategies in the organizational culture.
Changes in procedures remain superficial and short-lived unless
there are fundamental changes in values, ways of thinking, and
approaches to problem solving. The resisting forces will simply
renew their efforts to re-establish the old status quo.
Cameron and Quinn bluntly state, "The status quo will prevail.
We repeat! Without culture change, there is little hope of
enduring improvement in organizational performance."
Cameron and Quinn offer the following hints for change agents:
1. Find something easy to change first.
2. Build coalitions of supporters.
3. Set targets for incremental completions.
4. Share information/reduce rumors.
5. Define how results will be measured.
6. Reward desired behaviors.
Organizational cultural change can be slow and frustrating, but
the benefits can include dramatically improved organizational
performance.
About the author:
Dr. Mike Beitler is the author of "Strategic Organizational
Change." Read 2 free chapters from the book right now at
http://www.strategic-organizational-change.com/
|
|
|
|
|
|