Managing Cultural Change


When management acts to focus explicit structures, work design, staffing and development, and performance system/rewards on desired changes, the combined impact can be tremendous. Through management action, the culture can be changed to support the business strategy. Management communication of the company mission, vision, values, and strategic objectives is only the first step in the process.

Top executives must promulgate a vision; however, a brilliant vision statement won’t budge a culture unless it is backed up by action. The management system has to be put in place, and then management has to live by it. Culture is not something managers set out to change directly; rather, it is an outcome of consistent, positive management action, every day and in every way. Too often good strategic ideas and directions are translated too narrowly into plans. There are many examples, including quality of work life, participative management, quality circles, and service excellence. Even broadly conceived total quality management efforts risk faltering because they are being implemented as programs, rather than as broad, deep, multi-faceted activities.

The problem is not the association of an idea, with a program, but rather the existence of too few programs expressing the idea. Changes take hold when they are reflected in multiple concrete manifestations throughout the organization. It is when the structures surrounding a change also change to support it that we say a change is institutionalized—that it is now part of legitimate and ongoing practice, infused with value and supported by other aspects of the system.

My Consultancy–Asif J. Mir – Management Consultant–transforms organizations where people have the freedom to be creative, a place that brings out the best in everybody–an open, fair place where people have a sense that what they do matters. For details please visit www.asifjmir.com, and my Lectures.

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Job Design


Job descriptios do not necessarily tell what a person actually does on a job. There is often no established, single definition of the jobs. There’s no agreement between individuals and their managers about what the job involves. The motivational impact of job design is thus a central concern. An aim of job design is to build increased challenge and autonomy into the work for the people who perform it–to empower employees to act. Job design can stretch individual performance. Jobs. Jobs can be designed in ways that will provide maximum motivational impact. My Consultancy–Asif J. Mir – Management Consultant–transforms organizations where people have the freedom to be creative, a place that brings out the best in everybody–an open, fair place where people have a sense that what they do matters. For details please contact Asif J. Mir