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Assignment Task - Complete a literature review on topic - Culture and the Impact on Change Programmes. Need 3 articles about topic of change from journal. Need to summarize it. All the summarizing articles should be related to one topic as need to make position paper.

Answer - Culture and the impact on Change Programmes

Article1 - Organizational Culture, Change and Emotions: A Qualitative Study

Source: Smollan, R. & Sayers (2009). Organizational culture, change and emotions: A qualitative study. Journal of Change Management, 9(4), 435-457.

Summary

According to Smollan & Sayers (2009),Change has been known to trigger an emotion as all the employees experience the various outcomes of change and this incorporates cultural changes too. There have been several ways culture as well as emotions are interlinked which in turn impacts the overall process of change management. This article has been concerned with what emotion gets triggered out of the employees when the culture of the organisation also changes and such a culture seems to impact the change management process (Smollan& Sayers 2009). The study will be emphasising on how the emotional culture of any organisation has been influencing the different ways in which the employees of the organisation experience emotion and how such emotion gets expressed whenever a change is being initiated. Organisational culture is deeply concerned with the organisational values and this has been termed as embedded codes.

As opined by Smollan & Sayers (2009), values evolve or they are being deliberately been articulated in the organisation's mission statement and this is also beinginducted during the training sessions too. Thus, they form an overt guide with respect to the behaviours although the mechanism and messages can be much subtler. They can incorporate emotional language which gets deeply embedded in the culture of the employees working there. Development of culture can be considered as the emotional intensity related to the actual historical experience

and hence any endeavour to manage culture can also denote an attempt to the management of emotion too. Thus, it can be inferred that the culture which is directly linked to thepsychological aspects of the people working within the organisation can definitely out an emotional pressure on the process of the change programmes (Smollan & Sayers ,2009).

In this study the researcher has conducted a qualitative study in order to illustrate the relation between change, emotion and culture. As per the participants, it can thus be deduced that values remain congruent with the organisation and they even tend to react any form of change in a positive manner. If culture and its related emotion gets respected, people tends to become more engaged to a change.

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Article 2 - The Influence of Organizational Culture on Change Management in the Energy Sector: A Case of Kengen

Source : Wangari, K. (2016). The Influence of Organizational Culture on Change Management in the Energy Sector: A Case of Kengen (Doctoral dissertation, United States International University-Africa).

Summary

This study will put an investigation on how organisational values, rituals and norms are being implied on the change management process at Kengen, an energy company located in Kenya. The research has adopted a descriptive research design in order to understand the link between the organisational norms and values with the change management programmes. The study shows how within this organisation change management is being considered as the planned as well as systematic change that can be instated with the help of G2Gstrategy. As per the research carried on the 445 employees of this organisation, norms, values and culture are the most important elements which impacts change heavily.

According to Wangari (2016), there have been six specific cultural aspects that can be directly linked to the problematic dysfunctional dispositions of the organisation and these are: low involvement and commitment in the process of change, developing barriers to the change programmes, disowning the problems and hence abdicating the given responsibilities in search of solutions, lack of proper decisiveness and being over cautious for searching solutions and finally seeking an adversary position regardless of the fact that there can be a potential measure related to the agreement between parties.Thus, it can be mentioned that change management seeks to enhance strategy implementation in an organisation like Kengen.

This studyby Wangari (2016),has been able to focus on the definite aspects of the organisational culture like norms, values as well as rituals that helps in the construction of change in the context of the organisation. The distinct elements of organisational culture have been well focussed in this study.

An organisation can become successful in implementing change when the key values are being shared among employees and the managers of an organisation can thus foster positive change strategies by deploying the people who have been sharing same vision and values represented by the company.

However in case of rapidly changing situation,the shared values that has been emphasising conventionality , behaviour inhibition as well as risk aversion can hurt the process of change management and can show resistance too (Wangari ,2016).

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Article 3 - Impact of Organizational Culture on Organizational Climate During the Process of Change

Source:Iljins, J., Skvarciany, V., &Gaile-Sarkane, E. (2015). Impact of organizational culture on organizational climate during the process of change. Procedia-Social and Behavioral Sciences, 213, 944-950.

Summary

This study will also investigate the impact of organisational culture of the change programmes.The study delves deeper into the aspect that flexibility within the organisational culture helps the business to easily and smoothly adopt to changes within the environment and thus helps in transforming the business positively. According to this study by Iljins,Skvarciany&Gaile-Sarkane (2015), there are number of cultural parameters that impacts the change programmes. These parameters are: Employee satisfaction, adaptability, employee involvement and the mission and strategic goals of the organisation. In case of managing change in case of a global business both the organisational and the national culture must be taken care of. In case of the local markets, the effects of national culture must be more emphasised. Culture has all the ingredients that can help in presenting good performances but at the same time it can even act as a barrier for implementation of new strategies (Iljins,Skvarciany&Gaile-Sarkane,2015).

The research has focussed on the data analysis as well as the validation of the case studies. In the first stage with the help if an evaluation method impact of organisational culture n change process has been investigated and for verifying the results case study as well as mathematical calculations are deployed. A comparison was drawn byIljins,Skvarciany&Gaile-Sarkane (2015), between the Latvian firms with international capital and the Latvian medium scale firms.

The results have confirmed that it is true that the organisational culture brings an impact within the period of changes with the help of few factors and parameters.

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Position paper

Introduction

This paper will aim to discuss on how the culture has a deeper impact on the change programmes of the organisation. In this modern world, the organisations have to keep on updating their processes and strategies in order to attain competitive advantage and ensure that they do not lag behind others and thereby fail to compete in the market.

Background

Business depends upon number of factors and these factors often compel organisations to bring in change and thereby sought an absolute revamp of the organisational process and its operation. With the change in the business environment it becomes evident for all the employees to get themselves mentally and emotionally prepared for the change that is being anticipated and thus adjust themselves as well the norms values and rituals as per the organisational changes.However, the values and norms are sometimes so deeply ingrained within the organisational process that sometimes it becomes very complicated to overthrow the current cultural flow and adopt new values and norms. Being a High context culture nation, the significance of culture as well as communication is high in UAE companies.

Assertation of the thesis

There are number of factors that together develops a culture within the firm and it is not so easy to simply ignore it and readily accept any form of organisational change (Elsmore ,2017). This study will thus look into how the organisational culture impacts the change programmes both positively and negatively. Nevertheless, there are even opinions to argue the fact that organisational culture has hardly anything to do with the change management process and it can never imply any form of impact on such programmes. However, this study will strongly support the aspect that culture has a critical role to play in the change management process. In this context, it can be mentioned that UAE which has an open economy is known to welcome international trade as well as competition along with its neighbouring Gulf countries. It is thus necessary for the country to address the organisational structures, capacities and align their culture to maintain their competitive advantage. It is noteworthy that the country has been encouraging the researchers, practitioners and academics to make further researches on change management and how culture has been impacting such programmes.According to Abdulla Rasheed (2018), the country has been striving hard for women empowerment and thus most of the business organisations have been developing opportunities for the Emirati women with the exponential rise of the newer fields like robotics, artificial intelligence and other such futuristic areas that awaits their participation and skill sets. Thus, a diverse culture within the business with women empowerment has been positively impacting the technological advancement occurring in the recent era. More participation of female workers is creating a culture of change that is more inclusive and diverse in nature. Along with that the technological advancement has become a part of change process in operations and other companies in organisations in UAE.

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Summary of counterclaims and supporting information

There has been counterclaims that the dynamics of any strategic change is constructive and well-developed leadership that can combat with all forms of barriers that act as a hindrance to the change programmes in UAE firms. It has been claimed by Holten and Brenner (2015), if an organisation has good leaders nothing can stop them for bringing any transformation and there can be as such no other aspects like culture, values and norms that matters at that period. It has been further claimed that effective leaders are quite capable of recognising what changes are required and what can be done to bring that change and they hardly consider that culture can be a reason why change can be taken positively or negatively. Most of the companies in UAE now have a diverse workforce as people from various nations are flocking in to the country for job purpose. In this case, the employees have already come with the skill of adoptability. This extreme diverse culture somehow denies the need to give focus on culture while initiating change at all. According to Appelbaumet al,(2015). culture is an absolute secondary element that can never become more overpowering than leadership when change is initiated.

Refuting counterclaims and evidence

However, it has been argued by Valmohammadi&Roshanzamir (2015), a leader who is also an integral part of the organisation remains incomplete without its norms, values and culture. Hence, a leader has to go by the organisational culture, chiefly focusing on the culture of the host country that is UAE and he or she is not beyond the culture that is strongly embedded within the organisation. It has been further opined byValmohammadi&Roshanzamir (2015), if the culture within the UAE organisations is not viable to support change, then the leader often has to reserve their own decisions and have to comply by what the values and cultural disposition directs them to do.

Argument Point 1

According to Dievernich, Tokarski& Gong(2016), organisational culture becomes the primary levers at the leader's disposal in an aim to meet the never-ending quest of maintaining the organisational effectiveness and viability. Culture expresses the goals via beliefs and values and thus guides the activities through the shared norms and assumptions.

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Argument Point 2

As opined byWhelan (2016),in order to achieve a sustained improvement in organisational performance as well as health, it is necessary that the organisation can move beyond the processes and structures and thereby address the collective and individual behaviour. This include the culture, team dynamics, mind-sets along with capabilities. Thus, organisations take the help of special advisory groups who design as well as implements interventions in order to develop skills and even shift the mind sets and behaviours lurking underneath the organisational culture.

Argument Point 3

As asserted by Elsmore(2017), organisational culture is not a single aspect or a very simple process that can be dealt overnight and bring in change. It is an amalgamation of different aspects like norms, values, employee behaviour, attitudes, customs and rituals that together impact the change programmes. All of the factors differ from place to place. For example, UAE is a collectivist nation and therefore the organisational culture has to focus on collective requirements while implementing change. The role of culture is therefore high in this country as no decisions could be taken overlooking the need of groups, fellow workers. If any of the elements are being ignored the change may not be infused properly within the process and there can be changes of the overall process falling apart.

Restate the agreement

Thus, it can be concluded that organisational culture is above leadership and a leader is not beyond that culture. As the leader in UAE has to manage a diverse workforce, Culture along with its number of elements can initiate change or can even resist change depending upon the magnanimity of the process.

Plan of actions

Plan of action that can be provided here is to properly train the employees of the organisations to understand how to adjust themselves and the long tradition of values and culture whenever a change is being proposed. It is necessary to look into the flexibility of the organisation so that if any transformation is considered significant, the culture and values should not act as a hindrance in the path of the change programmes.

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