Important Components Of The Organizing Facet Of The P 308636

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) and Lead and Be the Change Video (5:20). After watching these videos, address the following questions and prompts 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.

In this course, journal assignments will be used for reflection in Modules Four and Seven. The journal assignments are a private conversation between you and the instructor and thus you are encouraged to deeply explore the concepts of organizational structure and of the organizational leadership and management principles presented. Assignments are graded individually. What to Submit: Submit assignment as a Word document with double spacing, 12-point Times New Roman font, and one-inch margins and APA formatting.

Paper For Above instruction

Organizational culture plays a critical role in shaping the change process within a company. It encompasses the shared values, beliefs, and practices that define an organization’s internal environment. When change is introduced, the existing culture can either facilitate or hinder its success, depending on whether the new initiatives align with or conflict against the ingrained cultural norms. Understanding this dynamic is essential for effective change management, as a culture that encourages adaptability and openness can accelerate acceptance and integration of change, while a resistant culture may require more deliberate strategies to overcome entrenched barriers.

Reflecting on my personal experience with change, I can describe myself as being somewhat ambivalent—neither excessively resistant nor overly eager for change. Generally, I am open to change when I understand the rationale behind it and believe it will lead to positive outcomes. Conversely, I tend to resist change when I perceive a lack of transparency or when I feel uncertain about the consequences. This aligns with research indicating that individual responses to change are influenced not only by personality traits but also by the emotional responses that accompany change, such as fear or excitement (Mueller-Eberstein, 2014).

Management's role in facilitating or obstructing change has been evident in my experiences. Effective managers create an environment of trust and clear communication, helping employees understand the purpose, benefits, and impacts of change initiatives. For example, I observed that when managers actively involved team members in planning and decision-making processes, employees were more receptive and engaged with the change. Conversely, if management imposed changes without adequate explanation or support, resistance increased, and implementation efforts faltered. This underscores the importance of leadership behaviors in shaping organizational culture during periods of transition (Kotter, 2012).

The two TED Talk videos further illustrate these points. Jason Clarke’s presentation on embracing change emphasizes the importance of mindset and opportunity in transformation efforts, advocating for a proactive approach to change management. Mark Mueller-Eberstein’s discussion highlights the emotional states experienced during change—such as fear, anxiety, or enthusiasm—and underscores the importance of emotional intelligence in guiding organizations through transitions. By understanding these emotional and psychological factors, leaders can better support their teams and foster a culture that is resilient in the face of change (Clarke, 2021; Mueller-Eberstein, 2020).

In conclusion, organizational culture significantly influences how change is adopted and sustained within an organization. Leaders must be aware of cultural strengths and barriers and leverage them to facilitate change processes. Personal experiences reveal that openness to change can be nurtured through transparent communication, involving stakeholders in decision-making, and addressing emotional responses effectively. Managers who display empathy, clarity, and inclusion are better equipped to lead organizations successfully through change, thereby creating a culture that values growth, adaptability, and continuous improvement.

References

• Clarke, J. (2021). Embracing change [Video]. TEDxSydney.
• Kotter, J. P. (2012). Leading change. Harvard Business Review Press.
• Mueller-Eberstein, M. (2020). Lead and be the change [Video]. TEDxAtlanta.
• Alvesson, M., & Sveningsson, S. (2015). Changing organizational culture: Cultural change work in progress. Routledge.
• Cameron, K. S., & Quinn, R. E. (2011). Diagnosing and changing organizational culture: Based on the competing values framework. John Wiley & Sons.
• Huczynski, A., & Buchanan, D. (2013). Organizational behaviour. Pearson Education.
• Hrebiniak, L. G. (2005). Making strategy work: Leading approachable change. Pearson Education.
• Burnes, B. (2017). Managing change. Pearson Education.
• Appelbaum, S. H., et al. (2017). Change management in organizations. Journal of Organizational Change Management, 30(4), 473-490.
• Armenakis, A. A., & Bedeian, A. G. (1999). Organizational change: A review of theory and research in the 1990s. Journal of Management, 25(3), 293-315.