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The key to the changing of organizational culture:
- Ideal goals,
- Values and dominant ideas,
- Strong personalities and behavior patterns,
- Standards and rules,
- Informal channels of communication,
- The taking of risks, rewards and sanctions,
- The energy, dynamism and initiative,
- Intelligence and training,
- Respect for human beings in general as resource, and especially towards employees for their contribution to the success of the case,
- The recognition that customers and their needs are what makes the case operated .
Culture is in essence an organization’s operating environment: the implicit patterns of behavior, activities, and attitudes , shaped by a shared set of values and beliefs , that characterize the way people work together.
In order for any strategic change to be implemented successfully, the organization’s culture needs to be aligned. Unfortunately, if it isn’t, the challenge is significant; changing culture is not an easy task.
firstly change my mind first and vision
make new cultural with schedule not ask to do it in one time
share decision making for it with old staff and leader
I think the key to any change initiative, including organizational culture is the buy-in. People need to see a vision of the new picture and be convinced why is this new picture better for them. Persuasion and convincing is the key to changing organizational culture specially if we make the employee adopt the company's mission.
The strong the culture; the difficult to change. An organisation should n't have either strong or weak culture but balanced one. This is the key to change the culture.
We should ensure the management of "Balanced Culture".
1. An excellent Leadership style
2. Non discriminating policies and rules
3. Clear vision and goals
4. Team work
Thank You
Agree with experts answers....thanks
Thanks
Fully agree with the answer given by Nadjeb Barhami
The Boston Globe just ran a front-page story in their “Ideas” section on organizational organizational culture, inspired by some depressing events involving the Boston University hockey team. It was much more impactful than the average writing about organizational culture, and raised the important question: Why do conversations about an important topic like organizational culture typically go nowhere, leading companies to waste time and money with “cultural change efforts” which very seldom work?
Here is the problem: First, virtually no one clearly defines what they mean by “organizational culture,” and when they do they usually get it wrong. Second, virtually no one has read the original research that shows why organizational culture — when clearly defined — is so important, how it is formed, and how it changes.
Definition: Organizational culture consists of group norms of behavior and the underlying shared values that help keep those norms in place. Take your work, for example, a place where almost everyone shows up between 8:55 and 9:05. Why? Not because the CEO has decreed it, or because people are fired if they don’t do it. That’s just the way it is! That is a group norm. Why does it exist? And why doesn’t it go away when Gen X or Y individuals are hired? My guess: People are hired who embrace the value of respecting others, including other people’s time, so they also show up to meetings on time, and anyone who doesn’t gets a glaring look from everyone else.
Where does organizational culture come from? It usually comes from the founders of the group. For whatever reason, they value certain things and behave in ways that seem to help the group succeed. Success is key. So it seeps into the group’s DNA.
How does organizational culture change? A powerful person at the top, or a large enough group from anywhere in the organization, decides the old ways are not working, figures out a change vision, starts acting differently, and enlists others to act differently. If the new actions produce better results, if the results are communicated and celebrated, and if they are not killed off by the old organizational culture fighting its rear-guard action, new norms will form and new shared values will grow.
What does NOT work in changing a organizational culture? Some group decides what the new organizational culture should be. It turns a list of values over to the communications or HR departments with the order that they tell people what the new organizational culture is. They cascade the message down the hierarchy, and little to nothing changes.
In summary, that’s the whole story.
Source: forbes
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Agreed with answers,...
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I Think the leader is the key
