Question

1. Suppose you wanted to change your organization’s culture. What sort of resistance would you expect from employees? How would you deal with this resistance? To what extent is culture manageable? Changeable?

2. Moving from cultural change (Question 1) to general change, answer the following questions. Can organizations stop resistance to change? If so, how? Does organizational culture have a role in significant change? Explain the interaction between culture and change?

3. At the end of Chapter 15, the second cautionary note suggests that a dysfunctional personality manifested by a Chief Executive may create the same dysfunctional culture for the organization. Thinking about any organization in your past, have you seen evidence that a key leader has been partially responsible for one or more of the listed dysfunctional symptoms? Or conversely, have you seen a CEO who has been responsible for the symptoms of a strong and functional culture? Did this influence come through artifacts, values, or assumptions and/or through any of the five leader roles identified by Edgar Schein? Explain in detail.

Answer 1

1. Change is unavoidable in all associations, as is protection from change. Indeed, even those people who promoter change will encounter some uneasiness as the association's way of life changes. Commonly, people who have been with an association longer have some responsibility and venture to the "manner in which things are". These people ought to be midway engaged with arranging and actualizing changes.

2. There are three key techniques to deal with the opposition of progress correspondence, sympathy, support. I don't accept that Organizations can stop the protection from transform, it very well may be controlled in a specific way with the three keys recorded previously. Does hierarchical culture have a job in noteworthy change, I assuredly think it assumes a gigantic job, every association have its own particular manner of getting things done and when you work there for such a long time you adjust to the way of life and it turns out to be natural so one change impacts the other.

3. My real High school that I moved on from around 11 years prior had a Principle who was likewise the Women's b-ball group. He would consistently deceive guardians and children about anything, his negative demeanor was a terrible model. This kind of conduct streamed down to other staff individuals. This kind of conduct the small children a=including me at the time could really watch and it ruin our good as a group and just when all is said in done in the school's condition. When I moved on from High School and school I attempted to return to give back and help mentor yet the grown-ups where the issue. The way of life and association was as yet the equivalent because of one individual's activities.

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