Critical Synopsis
Organizational culture is a pattern of knowledges, deep-rooted values, beliefs, and traditions that include social forms together they express the self image of a company. It is important to focus on building and sustaining an organizational culture, but today in the global communications environment, rapid change, and instant access to information, sometimes a change in culture of equity is required for better efficiency. Richard, Jergen and Borge (2004), along with Emre Demirci (2013) and many others, agree that innovation in organizational culture can be a significant key to an organization 's existence. However, how to change an organization 's culture positively is by far the most difficult task to undertake (Kim Cameron, 2008, p.437). Sopow (2007, p.21) also said in his article that many change processes are likely to be resisted strongly because the change will influence not only everyday actions associated with organizational climate, but will also strongly affect the factor "security" found in the culture. As Kurt Lewin (1947) pointed out in his three-step change management theory, three most important factors in the unfreezing step of change include time, motivation and preparation for changes. Sopow (2007) also proposed in his article that overtime, change in the organizational climate may create changes in culture (p.22). Hence, a change in organizational culture requires the provision of a long period of consideration for employees. Furthermore, according to Abraham Maslow (1943) and his hierarchy of needs, the self-actualization needs of employees can be satisfied when anxiety and uncertainty are reduced. Therefore, aside from the necessity of having a clear understanding about the impact of culture, as well as climate, on change and its consequences before carrying out the change process, it is also important to take time and provide a positive environment to employees to make them feel innovative and adaptive, as this may lead to the success of
References: Emre Demirci (2013). Strategic Representation of Abstract Reality: Spiraling Relations between Organizational Culture and Innovativeness. Journal of Management and Strategy, Vol 4, No. 3, 2013. H. Maslow (1943). A Theory of Human Motivation. Psychological Review, 50, 370-396 Kim Cameron (2008). A Process for Changing Organizational Culture (pp 429-445). Handbook of Organizational Development: Thousand Oaks Lewin, K (1947). Frontiers of Group Dynamics: Concept, Method and Reality in Social Science, Social Equilibria, and Social Change. Human Relations, para 1.5- 41. Richard M. Burton, Jergen Lauridsen, & Borge Obel (2004). The Impact of Organizational Climate and Strategic Fit on Firm Performance. Human Resouce Management, Vol 43, No 1, pp 67-82.