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Cultural Change; Accept or Change?

In: Business and Management

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The culture becomes an identity of an organization depicted by rituals, procedure which are prescribed , language, emblem and artifacts. (Clegg, Kornberger & Pitsis 2011) When a leader associates oneself with an organization, he has to amalgamate the transactional and transformational approach in a way that it is beneficial for the progression and it proves to be productive. Changing organization's culture is an intricate task and certainly very arduous as rightly put by Schein(1992) it is the organization's composition and basal utility. If the culture is very conducive and its pertaining to a large organization which has succeeded in one's endeavors; a leader may adapt to the new culture considering the changes would not bring adequate and prominent changes since at times it becomes difficult to transmute in such organizations. A leader determined to change the culture has to be confident in his abilities and new management style and needs to make sure if its pertinent and easily adaptable. As per the survey cited in Carr et al. (1996) around 10% of the organizations were successful to confine the new management approach in the institution and the percentage up till now is somewhat around 15 to 19%. When a leader joins an organization and truly believes if there is a scope for change and can attain break through, leader should certainly opt for it considering various factors such as increase in revenue and monetary gains, customer satisfaction, technological advancement, improved process and control mechanism and acquiring an edge over the competitors. (Smith, M.E., 2003) The leader's aim needs to be pellucid, attainable and viable. The competitive priorities needs to be aligned with the company's scope and indispensable role played by the middle rank executives at business units. (Morrill 2008)
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