Many companies boast of a highly superior and unshaken organisational culture running for years, while some new ones always try to establish a culture. A culture, like the ones existing in society take years of practice and strong adherence to really have a change. It evolves from within, and nobody from outside is going to force to implement a certain idea and change the whole scenario.
An organisational culture can be brought to existence provided all members promise to stand by it. A good feature of society is generally adopted to suit and portray a culture, thus accountability and entreprenuerism have nevertheless been at the top of the line in remodelling and restructuring many companies. In effect, the entire undergoes a transformation process, some fast and some slow… depending on the size and complexity of the desired objective.
Frankly, it is not the mere objective to achieve a certain position, but also the willingness of individuals and the support that the organisation’s infrastructure provides that assists in the act of transformation, thus Drucker’s definition for the change in organisational culture is then true to be “a change that creates a new dimension in performance”. Drucker himself being an advocate of performance and performance management, viewed the idea of change in cultures to be only possible through a complete shift in ideas and beliefs that can only be achieved when the entire fleet that the organisation rests on adopts a more productive and optimistic approach to realities and come to terms with establishing a more robust and powerful infrastructure that not only supports the current plans but also is capacitated to assist future growth and performance.
The change generally takes place one step at a time, although some companies tend to move faster and adopt a new system very quickly – some disadvantages do follow. As mentioned earlier, it is the individual which makes a difference. No command and control procedure can revolutionise an organisation from within as much as the human contribution can. A feeling of change, including the attire and layout of the entire company should also have a motivational shift for employees, thus leading to a renewed sense of satisfaction and interest in the organisation’s interest.
An organisation goes through many processes of change in its tenure, majority of them following a fixed pattern of development. Each has a mission, a goal oriented infrastracture to support its underlying objectives. Throughout its life, it may require many facelifts, a need to change with time and adopt a policies to maximise productivity and performance.
At each point of restructuring, certain questions need to be asked and answered well in order to make the transition flawless, or minimise the after shocks, if any. First of all an environment scanning is required. You need to find out if the economic conditions within and outside the company are going to support the changes. In both cases, we need to define the implications of such changes systematically. Reanalyse the organisation’s unique mission, study it again to find out if there has been a variation. A variation is almost inevitable, the least is due to occur.
The new approach should also question the validity of the old system where the processes are dubious and need to be checked. Many companies face the heredity issue, “where we come from, we do things this way”. Fine, accepted, you made your point there… but it doesn’t mean that you are always right. Experience suggests that not all that has been happening in the past has been all right. Many things, such as the lack of understanding for automation or environment reporting. Its always necessary to promote the idea around, give it a little trumpeting and drumming to make people aware of what’s going on. Discuss the issue with everyone, from top managers to the lowest level of employees, making them feel that they are valid and integral part of the organisation; they should be aware how new and innovative thinking can bring about changes in their lives. Managers of each department should be given authority and leadership to manage their affairs properly, making leaders out of them to make a difference in personal and organisational lifestyle.
A change should occur in favour of all stakeholders, intenal and external to the organisation. Everybody depends on the other, thus it would be impossible to conceive a situation where everybody has their own heads high in their own directions and yet the organisation is prospering. It takes a combination and unification of efforts to drive the organisation and avoid being isolated by dismissing any type of change, for better or worse. A good culture does not change, but adapts; it studies and grows, moulding it into a more experience and robust form of protective shell and address the needs of the organisation for all times to come.