Dangers of Bringing About Cultural and Structural Change in an Organization

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Dangers of Bringing About Cultural and Structural Change in an Organization

Culture is defined by Schwartz and Davis as:

“A pattern of beliefs and expectations shared by the organisation’s

members. These beliefs and expectations produce norms and powerfully

shape the behaviour of individuals and groups in the organisation.” 6

To change the culture of a company is a very complex and slow task,

due to that there are a lot of variables which influence in culture

and the construction is very difficult to alter.

A culture just can be successful if it fits with the environment in

which it operates and if it’s appropriate to its structure.

The structure and environment can change quickly, so we will find few

situations when the company will be out of step with changes.7

Culture change is applicable through a variety of methods like

strategic planning, training, organisation, redesign to promote

teamwork, and changes to appraisal systems.

Many writers through their methods and techniques to change the

culture of a company.

In our opinion the most effective method to achieve the change are the

six ´practical´ steps of Cummings and Worley, which consist in:

- Formulate a clear strategic vision: First of all the company should

have a clear vision of the new strategy of the firm and of the

behaviour and shared values.8

In the AB Organisation this vision will include internal and external

aspects. The company wants an absolutely new style in the

organisation, with a participative policy and an internal

partnership, taking into account the opinion of all parts of

the company.

From the external poin...

... middle of paper ...

...s, for example a strong culture may

disturb diversity and prevents alternative strategies arising, and

this type of culture damages also the communication inside the

company.

From another point of view, an autocratic management creates distanced

position to the rest of the company and won’t be able to change the

existing culture.

Organisational control disturbs the power balance which will be linked

usually to position and resource power.

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6 Burnes, B., 2004. Managing Service. Prentice Hall, p.170

7 idem, p.176-177

8 idem, p.178

9 Burnes, B., 2004. Managing Service. Prentice Hall, p. 178

10 idem

11 idem

12 Burnes, B., 2004. Managing Service. Prentice Hall, p.178

13 idem

14 idem, p.180-181

15 idem

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