Important Components Of The Organizing Facet Of The 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

The integration of organizational culture within the change management process is a critical component of the organizational development framework, particularly within the organizing phase of the P-O-L-C framework, which emphasizes planning, organizing, leading, and controlling. Understanding how culture influences change initiatives can significantly determine their success or failure. This paper explores the impact of organizational culture on change processes, reflects on personal experiences with change, and discusses the role of management in facilitating or obstructing change.

Organizational culture comprises the shared beliefs, values, norms, and practices that shape the behavior of members within an organization. It serves as a foundational element that influences how change is perceived, accepted, or resisted. When culture is aligned with strategic objectives and is adaptable, change initiatives are more likely to be embraced. Conversely, rigid or outdated cultures tend to resist change, impeding progress and leading to organizational stagnation.

The impact of organizational culture on the change process can be analyzed through several theoretical lenses. For example, Schein’s model of organizational culture distinguishes three levels: artifacts, espoused values, and underlying assumptions. Change efforts often need to address all three levels to be effective. An organization with artifacts reflecting innovation and flexibility is more conducive to change than one characterized by rigid routines and conservative norms.

Additionally, the psychological aspects of change are crucial. As Mark Mueller-Eberstein highlighted in his TED Talk, individuals and organizations experience emotional states such as anxiety, resistance, or enthusiasm during transformation. Leadership plays a pivotal role in managing these emotions by fostering a supportive environment, communicating transparently, and involving employees in decision-making processes. Jason Clarke’s insights emphasize that embracing change requires a conscious choice and a mindset open to opportunity, which can be cultivated through organizational culture.

Reflecting on personal experience, my initial reaction to change varies depending on perceived stakes and organizational support. I tend to be naturally receptive to change when it aligns with personal growth and when I see clear benefits. However, I have also experienced resistance, particularly when changes are abrupt, poorly communicated, or threaten established routines. Effective management can help facilitate change by providing clarity, resources, and emotional support, thus reducing resistance. Conversely, management that imposes change without employee involvement or fails to address cultural sensitivities often hampers progress and fosters opposition.

From a broader perspective, leadership styles influence how change is managed within the cultural context. Transformational leaders, who inspire and motivate, are more effective in aligning organizational culture with change initiatives than transactional leaders, who focus solely on rules and procedures. Creating a culture that values continuous improvement, learning, and adaptability is essential for sustainable change. Such a culture encourages innovation, risk-taking, and resilience, which are vital in dynamic business environments.

In conclusion, organizational culture significantly impacts the change process by shaping attitudes, behaviors, and responses to transformation efforts. Leaders who understand and leverage cultural strengths, while addressing underlying assumptions and emotional responses, are better equipped to guide their organizations through change. Personal experiences reveal that openness to change is influenced by individual mindset and organizational support. Effective management strategies that incorporate cultural awareness, transparent communication, and employee involvement are critical for successful change initiatives.

References

• Schein, E. H. (2010). Organizational Culture and Leadership (4th ed.). Jossey-Bass.
• Cameron, K. S., & Quinn, R. E. (2011). Diagnosing and Changing Organizational Culture: Based on the Competing Values Framework. Jossey-Bass.
• Buchanan, D., & Huczynski, A. (2019). Organizational Behaviour (10th ed.). Pearson.
• Kotter, J. P. (1996). Leading Change. Harvard Business Review Press.
• Robbins, S. P., & Judge, T. A. (2019). Organizational Behavior (18th ed.). Pearson.
• Development Dimensions International (2017). Leading Organizational Change: Emotional and Motivational Dynamics. DDI Press.
• Burnes, B. (2017). Managing Change (7th ed.). Pearson.
• Lewin, K. (1947). Frontiers in Group Dynamics. Human Relations, 1(2), 5-41.
• Mark Mueller-Eberstein. (2012). Lead and Be the Change [Video]. TED.
• Jason Clarke. (2014). Embracing Change [Video]. TED.