Important Components Of The Organizing Facet Of POLC

Important Components Of The Organizing Facet Of The P O L C Framework

Important components of the organizing facet of the P-O-L-C framework are organizational structure and culture. Change is inevitable in any company, and managers who understand how to manage change within their organizational structure and culture will be more successful with implementing and sustaining change. First, watch the following TED Talk videos: Embracing Change Video (18:03) This TED Talk, presented by Jason Clarke, examines the choices, and opportunities, presented to us through change. Lead and Be the Change Video (5:20) This TED Talk by Mark Mueller-Eberstein describes the emotional states that people and organizations experience when confronted with change and transformation. After you watch these videos, address the following questions and prompts in your journal assignment based on your experience with organizational culture and change.

Consider what you watched in the videos as well as what you have learned in the course up to this point. How does organizational culture impact the change process? Reflect on your experience dealing with change. Explain whether you are naturally open to change or whether you resist change. Based on your experience with change, explain how management helped or hindered the change process.

Paper For Above instruction

Organizational culture plays a pivotal role in influencing the change management process within a company. It encompasses the shared values, beliefs, and norms that shape how employees and leaders behave and respond to change. A strong, positive culture that promotes adaptability and openness can significantly facilitate change initiatives. Conversely, a rigid or negative culture may resist or undermine change efforts, leading to failed implementations or prolonged transitions (Schein, 2010). Understanding the intricacies of organizational culture is therefore critical for effective change management, as it influences employee attitudes, behaviors, and the overall climate for transformation.

In my personal experience, my attitude towards change has evolved over time. Initially, I was somewhat resistant to change, especially when it involved significant adjustments to routines or expectations. Resistance often stemmed from fear of the unknown, loss of control, or concerns about competence in new situations. However, through exposure to various change scenarios in professional settings, I have come to recognize that change can also present opportunities for growth and innovation. When managed effectively, change can invigorate work environments, foster learning, and improve organizational performance.

Management’s role in shaping the change process is crucial. Effective leaders who communicate transparently, involve stakeholders early, and provide support and resources tend to facilitate smoother transitions. For example, I observed that when management introduced change with clear communication and included employee feedback, resistance decreased and acceptance increased. Conversely, when leadership failed to communicate adequately or appeared indifferent to employee concerns, resistance and anxiety grew, hindering the change process (Kotter, 1998).

Furthermore, organizational culture influences how change is perceived and enacted. Cultures that value collaboration and innovation tend to adapt more readily, encouraging experimentation and resilience. On the other hand, hierarchical or risk-averse cultures may impede change efforts, emphasizing stability over adaptability. Leaders who understand their organization's cultural nuances can tailor their change strategies accordingly, employing approaches that resonate with employees’ shared values and beliefs (Cameron & Quinn, 2011).

In conclusion, organizational culture is a fundamental component of the change process, affecting both the strategy and the effectiveness of change initiatives. Personal experiences underscore the importance of leadership styles and communication in either enabling or obstructing change. Cultivating an organizational culture that supports learning, flexibility, and open dialogue is essential for successful change management, ultimately fostering a resilient and innovative organization.

References

• Cameron, K. S., & Quinn, R. E. (2011). Diagnosing and Changing Organizational Culture: Based on the competing values framework. Jossey-Bass.
• Kotter, J. P. (1998). Leading Change. Harvard Business Review Press.
• Schein, E. H. (2010). Organizational Culture and Leadership (4th ed.). Jossey-Bass.
• Burnes, B. (2017). Managing Change (7th ed.). Pearson.
• Appelbaum, S. H., Habashy, S., Malo, J.-L., & Shafiq, H. (2012). Back to the Future: Reassessing organizational change theory and research. Journal of Management, 38(1), 4–31.
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