synopsis
Critical Synopsis 01
Learning of the culture and climate of an organization is very important for successful change initiative. However, Sopow (2007) explains the difference between culture and climate and the impact of each on change programs. For successful change Sopow suggests to treat organization as an exclusive personality and provide innovative and secure environment to employees to accept the change easily. Personally I agree to the idea illustrated by Sopow because I think that culture and climate defines the best features of an organization. Hence, the change process should be managed to correspond with these features. For example, Burns (1996, p.11) argues that change practices may be much easier if they were planned according to the organizational culture. Also, Rao (2010, p.295) demonstrate Organizational climate doesn’t deal with values and norms. It’s concerned with the current atmosphere in an organization. Furthermore, Dunphy and Stace (1993, p.916) bring up importance of using different change strategies for different organizations as the situations vary from one to another. They accentuate the concept of “one best way for each” for change management. Furthermore, Schwartz and Davis (1981, p.37) in their cultural risk approach, highlight the risk of obstruction that can occur to the proposed change when it clashes with existing culture. In conclusion, if organizations can understand their culture and climate and plan the change accordingly; it will help them to implement change effectively.
References
Burnes, B 1996, ‘No such things as…a ‘‘one best way’’ to manage organizational change’, Management Decision, vol.34,no 10, pp.11-18
Dunphy, D & Stace, D 1993, ‘The strategic management of corporate change’, Human Relations, vol.46, no. 8, pp. 905-920
Schwarts, H & Davis, S 1981, ‘Matching corporate culture and business strategy’, Organizational Dynamics, vol. 10, no. 1, pp. 30-48
Sopow, E 2007, ‘The impact of the
Learning of the culture and climate of an organization is very important for successful change initiative. However, Sopow (2007) explains the difference between culture and climate and the impact of each on change programs. For successful change Sopow suggests to treat organization as an exclusive personality and provide innovative and secure environment to employees to accept the change easily. Personally I agree to the idea illustrated by Sopow because I think that culture and climate defines the best features of an organization. Hence, the change process should be managed to correspond with these features. For example, Burns (1996, p.11) argues that change practices may be much easier if they were planned according to the organizational culture. Also, Rao (2010, p.295) demonstrate Organizational climate doesn’t deal with values and norms. It’s concerned with the current atmosphere in an organization. Furthermore, Dunphy and Stace (1993, p.916) bring up importance of using different change strategies for different organizations as the situations vary from one to another. They accentuate the concept of “one best way for each” for change management. Furthermore, Schwartz and Davis (1981, p.37) in their cultural risk approach, highlight the risk of obstruction that can occur to the proposed change when it clashes with existing culture. In conclusion, if organizations can understand their culture and climate and plan the change accordingly; it will help them to implement change effectively.
References
Burnes, B 1996, ‘No such things as…a ‘‘one best way’’ to manage organizational change’, Management Decision, vol.34,no 10, pp.11-18
Dunphy, D & Stace, D 1993, ‘The strategic management of corporate change’, Human Relations, vol.46, no. 8, pp. 905-920
Schwarts, H & Davis, S 1981, ‘Matching corporate culture and business strategy’, Organizational Dynamics, vol. 10, no. 1, pp. 30-48
Sopow, E 2007, ‘The impact of the
References: Burnes, B 1996, ‘No such things as…a ‘‘one best way’’ to manage organizational change’, Management Decision, vol.34,no 10, pp.11-18 Dunphy, D & Stace, D 1993, ‘The strategic management of corporate change’, Human Relations, vol.46, no. 8, pp. 905-920 Schwarts, H & Davis, S 1981, ‘Matching corporate culture and business strategy’, Organizational Dynamics, vol. 10, no. 1, pp. 30-48 Sopow, E 2007, ‘The impact of the culture and climate on the change’, Strategic HR Review, vol. 6, no. 2, pp. 20-23 P.Subba Rao 2010, ‘Organizational climate doesn’t deal’, Organizational Behavior, Text & cases, pp.292-297