Organisations seek to become more innovative and adaptive and these types of organisations often struggle with cultural change of the company. Walker & Soule (2017) argued that the leaders of the business can learn from the practices of movement that are made by the skilful makers. These types of movement provide details about the cultural movement on efficiency and operational excellence. Therefore, ultimate culture change may not be gained through top-down manner and the culture of the organisation lives in the collective employees’ hearts and habits. The shared perceptions of the employees can also bring the cultural changes. The authors described that significant changes within the organisation can often come from social movements and there must be the difference between private organisations and society. The leaders of the organisations can get the idea from the initiators that mobilise and engage the common people to institutionalise societal norms. The authors proposed to provide evidence that the real change in organisational culture starts through galvanising and aligning all the staffs as the staffs have the power to move the organisational culture from status quo. Walker & Soule (2017) proposed the idea of movement-based approach in order to change the organisational culture to have moderate friction as it is perceived as positive for the organisation.
The readers can assume that this article of Walker & Soule (2017) would have proposed the new idea of change management of culture through movement. The readers can also presume that this article is about a cultural change of the organisation that can bring through the employees' initiation through democratic leadership practices. The organisational policy cannot always bring the changes within the organisation; therefore, the leaders can take the actions to gather the employees in order to bring the innovation of working culture within the organisation. The leaders of the business can learn from the skilful movement organisers and they can also take initiative not to shy away from the friction of the organisations.
The authors appeal to the wider audiences by stating that the complete absence of the friction for change can probably mean no change within the organisation. The authors heed on the side where the movement creates resistance. However, the limitation of the research is not focusing on the change management of culture for the first time and address the resistance for the first time. The authors do not provide any clue to recognise the root causes of the resistance and engage the right resistance to the leaders.
Support for these claims of research methodology is documented by authors claimed of reference of the organisations Dr Reddy, a global pharmaceutical organisation. The article is supposed to take the data from secondary data. Secondary data has been collected from the Dr Reddy organisational case study and from the articles, journals and websites and government reports. The approach of the article is inductive type as both researchers Walker & Soule (2017) did their observation of movement-based approach and they test the pattern of the research. After that, both authors provide their concepts with a degree of certainty. However, there is lack of supporting evidence of the data collection process of the research as there is no certain portion where the researchers share their data sources. The main limitation of the study is that the suitability of the research data is not clearly mentioned.
Walker & Soule (2017) stated that movement-based approach can bring cultural change as culture change of the organisation can only occur when the employees within the organisations take drastic actions. According to the authors of the article, leaders of the organisation should not be simplistic and they should not be too fast regarding the translation of movement into change management plan. In order to change the organisational culture, it is needed to bring the sense of urgency and the employees must harness the responsibility of change. The article found that the organisational change can showcase the spotlights of actions to see the changes in culture.
In order to bring the cultural changes, the leaders also face the issue to mandate the changes. The authors conclude that the leaders of the business can overuse the authority to accelerate the transformation (Mills, 2017). The cultural change can bring the friction; however, the staffs must keep the harmony. No friction or resistance from the employees’ side may lead to failure of change.
The leaders of the organisations can articulate the mission in order to change the structure of the organisations. This is a successful approach in order to tackle the resistance comes from the changes. The staffs of the organisation need to demonstrate the efficacy of movements must bring sympathy. The leader Prasad in the organisation Dr Reddy demonstrates the perfect cultural movement of change management. The leaders of the business must frame the issue first to apply the social movement within the organisation. This article also discussed MGT100 course material like demonstrating the quick performance of the employees so that the people can bring the innovation and customer-cantered approach to deliver the best outcomes for the organisation. In this article of Walker & Soule (2017), the authors deliver the idea of harness the employees’ network in order to share the common purpose, bridging the ideas and building the collation among the employees. The reference the idea of social movement from the civil rights movement is to identify the movement of the members in order to discuss the strategy. Walker & Soule (2017) described that the structure of the organisation and dominant culture can produce the outcomes and behaviour for the organisational changes. Social movement makers deploy the symbols and construct the costumes in order to bring the solidarity. The organisation can create the brand identity through unity and commitment (Walker & Soule, 2017). The authors also suggested the theme of friction and resistance of the changes.
The articles provided ideas of the skilful movement makers from whom the business leaders can take the idea. The organisational leaders must not shy away from the organisational resistance. The ideas of the business are about the movement-based approach in order to alter the business and it can provide a moderate amount of resistance to the employees. The leaders of the real-life business can learn the lesson from the social movement and they can lead the employees for the betterment of the organisation. The leaders of the business need to look for the friction where it can indicate the dominant organisational design (Mills, 2017).
In the real life, some of the organisations need cultural change. Some of the organisations may also be more innovative and adaptive. In this scenario, the management needs to transform the demands of corporate culture. The idea of Walker & Soule (2017) can give the real management about the idea of change through using the potential of the employees as well. The management must not always focus on the top-down mandate; the management of the real world organisation can dictate about conviction, creativity and trust. The organisations can face the issue of a multicultural workforce, resistance to change, diversity and cultural innovation. The real-life organisations can learn from the social movement how to initiate, mobilise and engage the employees to institutionalise the social etiquette.
The managers of real-life business can understand the issues that have been facing the organisations. The organisational purpose needs to be set for the personal gain of the employees to conjure the emotions, the meaning of the work and incites the actions. The managers can demonstrate the employees about the quick wins process and the managers can ask about the delivery to the employees about the communication about cultural changes. In real-life business, the employees can resist about the changes, in order to unfreeze the changes, the organisation can increase the networks of the employees through building coalition, diversifying the networks and share the common purposes.
The organisations can reshape social structure so that it can build the cultural explanation. The cultural roots of the business mainly focus on the leadership and employees and it focuses on the traditional sector. The mainstream explanation of the role of the leaders can change the transformed culture as well as the rationale of action. Leadership practices should be well-maintained in order to provide the best workplace culture to the employees of the organisation. Middle-management and leaders can ask to bring the change related to the technology in order to influence the social system. The willingness of the employees shows the culture of the organisation as one of the important considerations.
This article also discusses further organizational change in the implementation process of culture. The organisation can take the change as a project and this article describes the project-based initiative on cultural change. Organisational change is very necessary to bring the effective change in culture and leadership. The organisations can constitute the scientific rationale to show the show the hybrid responses of the workplace culture. The leadership practices must be accountable, effective and systematic to maximise the profits.
The cultural principles within the organisation are universalistic and in the private sectors, the organisations use various stakeholders in order to show the cultural variance or to show the change (Bromley & Meyer, 2017).
Whether or not a project is successfully implemented is at least partially a function of how much resistance users have to the changes in work (Hornstein, 2015, p.293).
Bromley, P., & Meyer, J. W. (2017). “They are all organizations”: The cultural roots of blurring between the nonprofit, business, and government sectors. Administration & Society, 49(7), 939-966. [doi.org/10.1023. publication/274314450.2016.08.006]
Hornstein, H. A. (2015). The integration of project management and organizational change management is now a necessity. International Journal of Project Management, 33(2), 291-298. [doi.org/10.1016/j.ijproman.2014.08.005]
Mills, A. J. (2017). Studying the Gendering of Organizational Culture over Time: Concerns, Issues, and Strategies☆. In Insights and Research on the Study of Gender and Intersectionality in International Airline Cultures (pp. 71-91). Emerald Publishing Limited. [doi=10.1.1.547.5312&rep=rep1&]
Walker, B., & Soule, S. (2017). Changing company culture requires a movement, not a mandate. Harvard Business Review, 2-6.
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