Good Example Of Essay On Demonstrate An Understanding Of Organizational Culture As It Relates To Change Management

Type of paper: Essay

Topic: Culture, Organization, Corporate Culture, Employee, Workplace, Management, Nursing, Business

Pages: 8

Words: 2200

Published: 2021/02/12


This article provides an overall idea on the particular subject of an organizational culture, its change and management styles. It provides a framework of analyzing an organizational culture and determines the external and internal factors that could influence an organizational culture. It also discuses the contest in which an organizational culture relates to the organizational outcomes and processes (Budhwar & Debrah, 2008).
More evidently, it will use the nursing professional on how nurses can use change management to ensure quality healthcare services to their patients. Finally, it provides a vivid description of the learning outcomes of organizational culture and evaluates its contribution to the success of the organization (Collard, 2007). Nevertheless, the study will provide a comprehensive understanding of how an organizational change underpins the performance of the employees and the organization at large.


Organizational culture
Organizational culture is an important tool in business as it helps identify the important ways of creating appropriate systems that will raise a shared meaning so as to help people work in a cohesive manner to achieve a company target (Wallen, 2010). An organizational culture helps to increase competition, promote globalization, increase acquisitions and meager, and allow extensive workforce development that creates a great need for business success.
Such a business environment helps people enjoy working and employees are more satisfied when their personalities and attributes are consistent with the culture of the organization they are employed (Duncan, 2009). So this means, the employees will be more productive and will produce the desired outcome to meet the organizational goals.

A framework for analyzing an organizational culture

The organizational corporate culture is the normal pattern of beliefs, values and attitudes that when articulated shape the way things are done within the organization (DeLaney, 2010). Simply put, a corporate culture is the typical way of how things are done in the organization and particularly relates to the relationship and behavior of employees and employers.
An organizational culture develops over a certain length of time and is normally created by the organization managers and the task force. Thus, a framework for determining the effectiveness of an organizational culture should be developed in a manner that incorporates all the aspect of organizational patterns of behavior (Duncan, 2009).
There is a range of organizational culture agreement that refers to a system that shares meaning held by its members which distinguishes one organization from the other. A closer examination of this system of shared meaning presents key elements that build up an organizational culture (Deadrick & Gibson, 2009). The elements form a key framework which can be effectively used to analyze an organizational culture and capture its essence at a large (Ashkanasy, 2010). The elements are as follows:
Risk taking and innovations: this involves the degree in which an organization encourages its employees to be innovative and take risks in creating new products and services.
Attention to detail: this is the degree to which employees are expected to be observant, and exhibit precision and deep analysis to any projects they are undertaking.
Result orientation: this presents the degree in which the management focuses on the outcomes and results of the techniques they have incorporated in strategic management.
People orientation: this element presents a degree in which the management decision and choices when taken under consideration affect the peoples input and outcome into the organization (Fang, 2006).
Team orientation: this present the degree to which work activities are organized around a group of team members rather than relying on individual capacity to produce the desired outcomes. Working as team enables people to come with different ideas and alternatives in which they can address a problem and provide solutions to challenges they face.
Aggressiveness: this presents the degree by which the workforce competes with other and is aggressive enough to fight for their beliefs so as to meet the organizational goals.
Stability: this represents the degree at which the activities in the organizations are performed in order to maintain the organizational status quo rather fostering its growth (DeLaney, 2010).
In many organizations these elements exists in a low to high continuum. So it is vital that when one appraises an organization on these elements they should consider the extent at which they exist in the organization so as to give a composite picture of the exhibited organizational culture.

The external and internal factors that influence an organizational culture

Internal factors
Mostly the internal factors that affect an organizational culture occur in the top management. The senior management establishes the norms presented in an organization by the way they behave and by how much freedom they give to their employees. These include what they consider to be an appropriate dress, the actions they will pay in terms of rewards, promotions and raises. The human resource practice incorporates a culture that helps to retain employees by enriching their work experience (Argyris, 2009).
For example, many human resource practices should be used to reinforce the organization culture by determining the performance evaluation criteria and establish training exercises that will improve the employee’s knowledge and experience. As such, the management implements development activities, training procedures and promotions that ensure the hired employees fit in their organizational culture (DeLaney, 2010).
In addition, no matter how well the management committee recruits and selects its new employees, the employees will not fit into the organizational culture if they are not well indoctrinated into the organization (Klarsfeld, 2009). It is important to socialize new employees into the organization culture because they are unfamiliar with how business operates in the organization. Notably, new employees may disturb the organizational beliefs and the customs that make an organizational culture (Ashkanasy, 2010). Therefore, it is vital that the organization put into place strategies that will help new employees adapt to its corporate culture.

External factors

The business external culture is incorporated in the context of the community in which the business operates. People within the community nourishes the business operation as the business seeks to find new ways that can meets customers needs and satisfy their demand (Otten, 2003). Thus, it is vital that an organization establishes how a community can affect its corporate culture.
For example, the organizations that promote a corporate spiritual culture should recognize that there are people who have a sprit and mind they use to find purpose and meaning in their work. Therefore, the organization should incorporate a culture that seeks to connect with the spiritual aspects of human beings and the wider community at large (Ali, 2012).
Most importantly, it is notable that government regulations and rules have a tremendous effect to the functioning of an organizational culture. This is in regard to areas such how the organization treats its employees, matters on customers’ relations and procedures to hire and fire clients. The government also stipulates the necessary regulations to be implemented when the employee’s rights are infringed (Ali, 2012).
Lastly, it is apparent that a national culture is a major component taken into account when developing an organizational culture in the context of the country of origin. A national culture in some part may override an organizational culture when a products need to reflect the country ethnic culture.

Organizational culture relates to organizational processes and outcomes

An organizational culture depicts the organization mission and philosophy statement. It is embedded in the organization current environment to foster growth and enhance employee’s performance (Argyris, 2009). First, an organization involves a teaching process that instructs members about the organization beliefs, preferred values and behaviors. The teaching process is achieved through the production of formal statements of the organization philosophy, the physical designs of the work environment, the organizations process and activities, the organization workflow and structure and the organization procedures (Ashkanasy, 2010).
Therefore, an organizational culture is embedded in the organization systems and procedures to aid in recruitment, development, promotion and selection among others. As such, an organizational is able to give members their organizational identity and facilitate a collective commitment to its employees.
Nevertheless, it promotes a social system that is stable which can ensure the work environment is safe because conflicts can be managed in an effective manner. Thus, the culture helps to shape employees behaviors and help them understand why the organization intends to achieve its long-term goals (Wallen, 2010).
It is vital to note that an organizational culture is designed to achieve an end goal designed by the top management. The organizational structure and designs predicts the outcome of the organizational goals and objectives. Therefore, the main concern of the top management should be to determine organizational goals and design strategies that can help the organization achieve its desired outcome (Duncan, 2009).
In this regard, the organizational culture will ensure that organizational effectiveness is realized to the extent that the organization meets its multiple and variable outcomes. Additionally, an organizational culture helps determine the amount of organization efficiency. Organization efficiency refers to the amount of resources organizations inputs in production, which is measured in the ration of input to output (Argyris, 2009). In this regard, the culture helps an organization achieve a high level of production by utilizing few resources.
An organizational culture describes the way things are done in an agency or an organization. The culture is responsible for decision making and it is use to help arrive to a solution for a given problem (Argyris, 2009). Nevertheless, it helps in deciding how funds and resources should be allocated to ensure effective work process.
Secondly, an organizational culture helps recognize an individual competency in terms of what skills and knowledge an individual can bring to the table. Moreover, it boosts the workers morale and provides them with better insights that helps the feel better about them and become more productive (Wallen, 2010).
Employees with a great self image boost the company’s image as they give their all in service provision. Nevertheless, an organizational culture is an important tool for performance evaluation; this is administered through written appraisals or informal verbal feedbacks given to employees. As such, a culture will ensure that the organization produces quality services which meet clients’ standards, need and expectations.
The organization culture promotes greater supervision at work that related to the employees and their supervisors. Thus, the supervisors can arrange for employees training so as to foster the employee educational experience so that they better their skills in service provisions (Ali, 2012).

Change management and nursing examples

It is a common agenda for all organizations to adapt change; they include health care organizations, social, business and government organizations among others (DeLaney, 2010). The effects of change in organizations are multifaceted because they are many competitors penetrating the marketplace and establishing a new customer base (Sparrow, 2012).
New technologies and regulations change the provision of products and services in the industry as the customers’ expectations grows because customers are more knowledgeable about their products (Wallen, 2010). The change within organizations occur in many levels which are the international levels, national legislations, more discerning customers, sophisticated it development and new market industries among others. All these widespread combined changes in the organization lead to the healthcare sector to struggle to adapt to this changes in order to meet their clients’ needs.
The health care sector puts a clear emphasis on leadership and management as they play an essential role in the nursing practice. They are various management practices essential in the nursing sector which are how to manage self, managing a team, providing patient centered care and networking (Argyris, 2009).
It is evident that organizational culture comes into play in regards to matters that provide clinical leadership. Clinical leadership relates to professional values that aid the relationship between a nurse and a patient (Ali, 2012). Moreover, the focus of this leadership is based on the guidelines of the national health systems which provide the guidelines for effective leadership.
It is notable that the extent at which healthcare professional work in a cohesive manner depends on the quality of the health care they provide to their patients. When there are adequate problems in how the healthcare professionals communicate to each other, then there would be a problem in a patient care (Argyris, 2009).
Therefore, it is essential that the organizational culture provides practice based interventions that help improve the healthcare settings and improve their work processes and interactions (Yavas & Rezayat, 2003). From such a strategy, it is apparent that a collaborative approach in patient treatment will improve the nursing outcomes and generate a harmonious team that will meet the patients health needs (Argyris, 2009).
Nevertheless, the daily interactions betweens patients, nursed and physicians strongly impacts nurse morale on healthcare provision. Therefore, an effective organizational culture should be incorporated that create a healthy atmosphere that can boost nurses’ job satisfaction and retention. It should also incorporate some training capacities that will allow nurses gain a new development and obtain a given capacity to solve problems they may face in health care provision (Wallen, 2010).


Ali, A. (2012). A study of the organizational culture and effectiveness. New York: Springer.
Argyris, C. (2009). Integrating the individual and the organization. New York: Wiley.
Ashkanasy, W. (2010). Handbook of organization culture. California: Sage.
Budhwar, P., & Debrah, Y.A. (2008). Future research on Human Resource Management systems in Asia. Asia Pacific Journal of Management, 26, 197-218.
Collard, J. (2007). Constructing Theory for Leadership in Intercultural Contexts. Journal of Educational Administration, 45(6), 740-755.
Deadrick, D.L., & Gibson, P.A. (2009). Revisiting the research-practice gap in HR: A longitudinal analysis. Human Resource Management Review, 19, 144-153.
DeLaney, W. (2010). Workplace cooperation: Current problems, new approaches. Journal of Labor and Research, 145-167.
Duncan, W. (2009). Organizational culture: ‘Getting Fix' on an elusive concept. Academy of Management, 145.
Fang, T. (2006). From Onion to Ocean: Paradox and Change in National Cultures. International Studies of Management & Organization, 35(4), 71-90.
Klarsfeld, A. (2009). The diffusion of diversity management: the case of France. Scandinavian Journal of Management, 25(4), 363-373.
Otten, M. (2003). Intercultural Learning and Diversity in Higher Education. Journal of Studies in International Education, 7(1), 12-26.
Sparrow, P.R. (2012). Globalizing the international mobility function: the role of emerging markets, flexibility and strategic delivery models. International Journal of Human Resource Management, 23 (12), 2404-2427.
Wallen, R. (2010). How to design and evaluate research in education. New York: McGraw Hill.
Yavas, B.F., & Rezayat, F. (2003). The Impact of Culture on Managerial Perceptions of Quality. International Journal of Cross-Cultural Management, (3)2, 213-234.

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