Introduction
Corporate culture is defined as the collective behavior of individuals, who are part of a corporate organization, and the interpretations that the individuals attached to their behavior and actions (Alvesson, 2012). Organizational culture provides a platform on which employers and employees share mental assumptions and determine the right conduct in different situations (Rahmati, Darouian & Ahmadinia, 2012). In light of this, this paper provides an analysis of the link between organizational change and organizational culture. In addition, it also discusses the role of a leader in the entire process of organizational change.
Organizational Culture and Change
Compatibility between culture and change efforts in an organization is a very crucial benchmark for organizational successes (Packard, 2013; Daft, 2009). In many cases, members within an organization can only welcome or support a change process when the organizational culture aligns with the objectives of the organization (Schein, 2009). For instance, a library, like CCLS, whose goal is to be the service provider of choice within a specific community must have a type of culture that enables members to work towards achieving the goal. In this case, the most appropriate organizational culture may be that of collaboration between the employees and management of the organization (Stanford, 2011).
There is emerging evidence that particular elements of organizational culture impact the implementation of organizational change plans (Holbeche, 2012). For example, inter-professional cooperation, leadership support, and shared values and beliefs encourage both followers and other stakeholders to own and drive forward the change initiatives. Nonetheless, in situations where these cultural elements are lacking, the stakeholders, especially employees, are likely to resist change (Holbeche, 2012).
It is important to note that the kind of corporate culture in an organization plays a significant role in relation to the efficiency of organizational changes (daft & Marcic, 2010). In this case, depending on the type of cultural practices within an organization, culture can slow or facilitate a change process (Champoux, 2010). For instance, in organizations where there is a lack of a culture of teamwork and sharing of ideas, change efforts may be frustrated by anti-change agents. However, teamwork and sharing of ideas among change agents can result in an accelerated change initiative.
Clayton County Library System
Clayton County Library System is a public library established in 1941 with a mission to provide diverse local community members with services that meet their need for information. Its services are specialized according to adults, youths and kids. Due to the increase of its clients, the library has undergone gradual changes that have enabled it to efficiently serve its clients. The latest change process took place when the Forest Park branch was constructed and opened (Clayton County Library System, n.d).
The Change that May Occur in CCLS
Organizations undergo changes every often. Therefore, CCLS, after opening its new Forest Park branch, may decide to introduce a performance appraisal system as a way to enhance its services to the members of the community it serves. A performance appraisal is an approach utilized by various corporate organizations to evaluate the job performances of their employees (Stepanovich, 2013). This change is possible given the fact that the capacity of the library is gradually increasing thereby resulting in the need for employees to be more accountable in their tasks. The expanded capacity is meant to cater to an increased number of clients; if not checked, this may compromise the quality of services provided by the library employees. For example, the heavy workload that comes with an increased number of clients may result in employees providing poor services to clients. Therefore, this change may be met with either resistance or acceptance, depending on how the management involves the employees.
The Overarching Role of the Leaders
It is argued that leaders can either adversely impair an organization or otherwise totally destroy it (Schaap, 2006). Therefore, a leader plays a very significant role in ensuring the success of an organizational change process. In this regard, the overarching role of the leaders of CCLS in implementing the performance appraisal system is to have a vision, motivate the employees by instilling confidence in them, provide a direction and avail the relevant resources for the change process (Schaap, 2006). The leaders must also be able to formulate the most appropriate strategies that will enable the employees to feel comfortable with the change (Schaap, 2006). For example, since the library expects to enhance its services, it will be crucial for the leaders to provide training and coaching sessions to improve the skills of the employees. Such a strategy is able to win the confidence and trust of the employees, which are essential to the change process (Schaap, 2006).
The Role of the Leader in Facilitating each Phase of Change
An organizational change takes place in different phases. Even so, it is worth noting that the phases of change are not completely distinct from each other; they overlap each other. In the prelaunch phase, the leader has a number of roles to play. The leaders must perform self-evaluation so as to recognize their abilities, based on their tolerance for uncertainties (Burke, 2010). For example, the leaders may not be privy to how employees of CCLS will react to the introduction of a performance appraisal system; this may affect the future relationship between the employees and the management of the library. Additionally, during this phase, the leaders need to collect sufficient information so as to be able to establish the need for change.
Once the need for change has been established, the leaders then communicate it to others. This takes place in the launch phase (Burke, 2010). For example, the leaders of CCLS need to gather relevant information and use it to determine the need for change then communicate it to the employees early enough (Burke, 2010). Initial actions to implement the change must be taken and the leaders must deal with any resistance to the change process (Burke, 2010). In relation to CCLS, the leaders must fully involve the employees and assure them that the change process is not meant to victimize them or harm their career; this will help them deal with any possible resistance.
The third phase is that of postlaunch. In this phase, the leaders ensure consistency during the change implementation process (Burke, 2010). Besides, the leaders handle all the possible reactions to ensure a smooth implementation process. In the case of CCLS, the leaders ensure that the implementation of the performance appraisal system consistently applies to all employees of the library to avoid possible failures.
The last phase is that of sustaining the change. In this case, the leader must ensure that there is continuity of the implemented change (Burke, 2010). For example, the leaders of CCLS must ensure the sustenance of the achievements made after the implementation of the performance appraisal system.
Conclusion
There is a link between organizational change and organizational culture. The effective management of a change process requires that a leader clearly understands the organizational culture and it impacts change initiatives.
References
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