Changing Organizational Culture: Cultural Change Work in by Mats Alvesson, Stefan Sveningsson

By Mats Alvesson, Stefan Sveningsson

How is useful switch paintings performed in sleek enterprises? and what sort of demanding situations, initiatives and different problems are generally encountered as part of it?

In a turbulent and altering international, organizational tradition is frequently noticeable as imperative for sustained competitiveness. enterprises are confronted with elevated calls for for switch yet those are frequently so difficult that they meet heavy resistance and fizzle out. Changing Organizational Culture encourages the advance of a reflexive method of organizational switch, supplying insights as to why it can be tough to keep up momentum in swap strategies. dependent round an illuminating case learn of a cultural switch programme, the booklet presents 15 classes at the whole switch trip; from research and layout, to implementation and the way organizational contributors may still procedure switch projects.

This superior version considers the newest experiences on organizational switch perform, with new examples from companies and the general public zone, and contains one empirical learn which makes use of the authors’ personal framework, enriching their useful thoughts. It additionally attracts at the most modern theoretical advancements, together with principles of energy and storytelling. Accompanying the textual content is a web pedagogic and examine principles advisor on hand for direction teachers and teachers at

Changing Organizational tradition will be important studying for college students, researchers and practitioners operating in organizational reports, swap administration and HRM.

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Additional resources for Changing Organizational Culture: Cultural Change Work in Progress

Example text

These models constitute the basis for many of the n-step guides for change developed in the last twenty years. These rational models are representative of a social engineering that thrives as long as the models remain where they are conceived: on the drawing board. If they leave the drawing board and get set in motion in an organizational setting, a variety of problems occur that make planned change problematic. A highly significant, but commonly ignored, circumstance is that people tend to interpret and make sense of change efforts in quite diverse ways (sometimes this is explained as forms of resistance).

They commonly circulate in organizations and can give clues about how to think and act in various circumstances.

2011). The complexity of organizational changes normally permits such story telling and narrative processes that often also involve a lot of politics and power. This includes not only senior managers but also other organizational members experiencing having a stake in a specific change which may potentially influence a process by, for example, spreading rumours, gossiping about people, taking a passive or more active – open or concealed obstructing – position with regards to the changes (Buchanan and Badham 2011).

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