Culture of Change: Key Elements
As a means of achieving cultural change, an entity ought to familiarize itself with the diverse aspects. First, the process of change must begin with influential employees in the organization who will convince colleagues that change is significant. As such, employees ought to understand why change must occur from the cognitive viewpoint.
These employees ought to facilitate the management in the distribution of company resources to areas that could profit the organization. Since change requires significant proportions of company resources, management should ensure convenience of resources before the change process proceeds. According to Jellison (2006), there should be appropriate allocation of funds for definite purposes with the intent of enhancing the change process.
In addition, there must be proper planning of details of the change process; thus, avoiding confusions at the later stages of implementation. Indeed, employees must be sufficiently motivated for them to acknowledge that they are constituents of the process and enable the realization of positive results. A Reward and Recognition plan for employees should be included in the plan of the change process.
They must get protection from institutional politics, which might slow the process (Jellison, 2006). There should be an evaluation of the creativity abilities amidst all employees so that the most creative employees can become leaders of task forces in the change process. Further, training of the desired cultures through hiring of professional personnel for example a Culture Manager is paramount.
Chrysler Corp
According to Ashley (2012), Chrysler Corp is a domestic automaker company, which was subject to criticism because of poor management. However, the company has experienced organizational changes over the years and is ranked the third largest in USA.
According to Ashley (2012), Chrysler Corp is a superior illustration of an entity that has productively implemented a culture of change. The implementation of the change process occurred through planned network, which included modifications in the make of Chrysler cars and restructuring of company operations. Chrysler Corp changed from conventional management style to a more advanced style.
According to Ashley (2012), the newly established style designed five ‘smaller’ companies within the larger Chrysler Corp company in order to achieve immediate and efficient results. In addition, there was an adoption of new operations in the company like hiring Robert Eaton as company chair. There was a ban on many computer systems and a sole combined data base system was established.
Further, there was an introduction of an updated technological centre in the company. Indeed, the forceful and elaborate down sizing in the company yielded immediate results. For instance, Chrysler Corp had its expenditure reduced significantly as evident in cutting down unnecessary costs. Additionally proper address of competition from other automobile companies was evident. Consequently, Chrysler Corp divide in the market augmented since customers sent affirmative feedback.
According to Ashley (2012), there was a deliberate effort by new management to advance the superiority of products fabricated when the change process commenced. Additionally employees of the company were sufficiently motivated; thus, becoming part of the change process. A leadership that could implement the changes at Chrysler Corp with success justifies why the company qualifies as an example of an organization that exudes a culture of change.
References
Ashley, S. (2012). Keys to Chrysler’s comeback. Web.
Jellison, J. (2006). Managing the dynamics of change: the fastest path to creating an engaged And productive work force. Illinois. ILL: McGraw Hill Publisher.