Recommendations For Cultural Change: Recommendations For Culture Change

Recommendations for Culture Change Since the leadership agreed that they want a decrease in collaborate and a small growth in both create and control this portion of the paper contains recommendations to make this culture change. I recommend the collaborate category be kept a focus, though slightly less so, because the organization still desires to be like a family, but wants to place more focus on control and create (Cameron & Quinn, 2006). This is a strategic move for a growing organization of this size, but it is important that the control category not become the new culture (Cameron & Quinn, 2006). I recommend this because this is a common trend for growing organizations and is a difficult culture to move away from if it becomes too

I recommend the leadership do this by “fostering creative alternatives and innovation” and “make change the rule, not the exception” (Cameron & Quinn, 2006, pg. 88). These culture changes would get the message across that adhocracy is valued and appreciated (Cameron & Quinn, 2006). To maintain market culture I would also recommend that the organization focus on their key goals and place the same emphasis on comparison to other growing churches. I would recommend that the organization continue to seek customer satisfaction and stretch goals as these are important facets that the administrative team needs to continue pursuing to keep overall effectiveness (Cameron & Quinn, 2006). It is important that the team continue the spirit of hitting the mark and striving to be a results-producing team. These do’s and do not’s will help safely maintain the team’s market culture (Cameron & Quinn, 2006).

Leadership Examination and

al., 2004). This leadership practice consists of recognizing and appreciating the individual effort that makes achievement possible (Kouzes et. al., 2004). This practice celebrates values and victories and creates a high-spirit community where members feel they matter (Kouzes et. al., 2004). This results in members being motivated to continue their work despite exhausting obstacles and frustrating circumstances (Kouzes et. al., 2004).

The Grace Church administrative team’s leadership is seen utilizing this practice relatively often. When tasks are completed quickly and fast, participants will be verbally praised. The leadership also shares with the team that they are an invaluable part of the organization though not often appreciated. As a result, the leadership works to create a culture of appreciation within the team. The team’s leadership is encouraged to make an intentional effort to consistently appreciate team members whether through certain preplanned gatherings or simple scheduled appreciative conversations. The leadership is recommended to give some priority to encouraging the heart of members since it is even recognized by leadership that the rest of the organization does not often appreciate the