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bw7r_saca_2.docxReply to SACA 2
The steps to changing internal culture correlate to the methods to manage change. Making changes in any organization is not the final stage of the process. It requires continuous monitoring and managing to achieve its goals.
“In order for the change effort to be successful, it is important to communicate the need for change to employees.” (The Saylor Foundation, 2014, ch.15 p. 45). Relaying the importance of the change is vital and how it will positively impact the organization and staff. In most cases, changes made to any organization is done to improve it financially and make the environment a better and more comfortable for employees.
As it relates to the change management plan in LA1, my plan to change internal culture that will fit within this plan is to influence a culture that works for all ages. Factoring team work, respect, and ethical leaders are comforting to employees and as a result, leads to a higher turnover rate. Getting to know every member of a team and developing a good relationship forms a strong bond throughout the entire team. This can ensure mutual respect and trust among each other.
Regardless of age, each member brings different skill to the team. Working together and collaborating these skills correctly can produce positive results.
“People care deeply about how they are treated by others.” (Demirtas, 2015). Different circumstances may change a leader point of view. However, a leader should always be impartial and practice ethical behaviors to avoid resentment from employees. As leaders, sharing and living the values in the workplace every day builds trust. Unfortunately, ignoring these values will force employees to not respect leaders’ authorities. Maintaining trust in the workplace require leaders to be fair, attentive, and have integrity. This would be the main aspect to consider when implementing this plan.
The six steps to changing internal culture align with the methods to managing change firstly by the both require developing a sense of urgency that needs to be conveyed in order to gain employee commitment (Organizational Behavior, ch. 15, p. 46). The 2nd step of internal culture change is to change leaders or other key players as “they may act as a change barrier” (Organizational Behavior, ch. 15, p. 46). This aligns with the eliminating obstacles during the execution of the change phase described in Kotter’s Eight Stage Process (Organizational Behavior, ch. 14, p. 39). This specific step would fit in my plan from LA 1 by eliminating the top executives who are against offering benefits such as telecommuting and paid maternity leave. The executives in my company are very old-fashioned and do not believe in either of these benefits (beyond state mandated FMLA). So I would do my best to change their opinion by conveying a vision that the change is needed to retain valued employees. Next, the training step of the six step method relates to the providing support step in Kerwin’s model in both the unfreezing and change phases. Training employees on the new system goes hand in hand with the instrumental support described in Kerwin’s model (Organizational Behavior, ch. 14, p. 49). The next step of the six step method, change the reward system, aligns with Kerwin’s model in the refreezing stage as rewarding change adoption is a part of this phase. Rewarding employees for adopting change may translate into longevity of the change (Organizational Behavior, ch. 15, p. 48). In regards to the plan in LA 1, the change itself is a rewards system that results in employee satisfaction which leads to organizational commitment. Finally, creating new stories and symbols is related to making the change a part of organizational culture. Rituals, stories and symbols are intangible deliverables of organizational culture that are passed down in order to continue traditions that make up the organizational culture. This fits in with my change plan in LA 1 with developing customized benefits packages for individual employees creates people-oriented values where employees feel that not only is their work-related contributions important to the organization but also their well-being.
