Journal of Organizational Culture, Communications and Conflict (Print ISSN: 1544-0508; Online ISSN: 1939-4691 )

Short communication: 2021 Vol: 25 Issue: 4

Changing the Organization Culture

Trilok Nayak, Manipal Institute of Management

The work culture represents the ideologies, principles, policies and beliefs of the organization. The individual’s form of operating, his behaviour and ways that of interaction additionally contribute to the culture of the organization. There square measure many reasons that cause a modification within the organization culture. Modification in management, poor money conditions, revisions in goals and targets bring a modification within the culture of the organization. Accepting changes within the work culture is that the toughest issue to try for a worker. Not all staff will blithely adapt to structure changes. Employees want time to cope up with a brand new culture. Miracles can’t happen nightlong and habits don't modification all of a fast (Byles et al., 1991). The workers should pay it slow to grasp and suits the new culture. One ought to work with AN open mind and volitionally settle for things. Don’t forever crib because it results in no answer. The workers should attempt their utmost to just accept the changes with a smile and work consequently. One ought to ne'er be in an exceedingly rush. The management should additionally provide time to the workers for them to gel with the new culture. Don’t pressurize anyone to just accept changes all of a fast. The employees should style new methods, new arrange of actions and policies to satisfy the new challenges. Attempt to ascertain the precise reasons for the modification. The ideas that were no-hit earlier may currently fall out of place. One mustn't be adamant. Sit along with your team leader, discuss all doable choices and take a look at to implement one thing which might work best within the new culture and profit you yet as your organization (Byles et al., 1989).

A worker should modification his behaviour and thought method as per the culture. It’s essential to be versatile. Being adaptable at the geographic point forever pays within the longterm. Keep in mind everything happens for the most effective. One should attempt to investigate the positive aspects of life instead of cribbing on things that square measure on the far side anyone’s management. Janet worked with a corporation of repute. Organization followed a culture wherever the workers ne'er reached workplace on time. There have been no strict rules and rules for the workers. Janet found her work culture terribly comfy as there was no pressure on her to achieve work on time. Very shortly her organization employed somebody from its rival to require charge of the organization. He created many changes within the work culture, the primary and therefore the foremost being mounted timings for all the employees. Everyone regardless of the designation had to achieve workplace on time. All the workers had to stick to the rules and policies of the organization Denison and Mishra (1995).

Condition A

Janet found it terribly tough to regulate to the new culture. She couldn't settle for the fast modification within the work culture, cribbed amongst her fellow employees and located her work as a burden.

Condition B

Janet blithely accepted the modification and tried her utmost to regulate to that she was intelligent enough to grasp that in spite of everything the modification was for the good thing about the organization. She got up very little early every day and reached workplace on time. She gave her best every day and won the appreciation of her superiors yet because the management. Which state of affairs does one feel is healthier ? Obviously state of affairs B. One should keep in mind that a touch modification in one’s behaviour will build the organization a higher place to figure. Few tips to regulate to the dynamical organization culture.

1. Give time to regulate

2. Be versatile

3. Work with AN open mind

4. Never crib

5. Look at the positive facet

6. Develop alternate plans

7. Don’t get too hooked up to somebody at the geographic point.


  1. Byles, M.C., Aupperle, E.K., & Arogyaswamy, B. (1991). Organizational culture and performance. Journal of Managerial Issues, 3, 512-527.
  2. Byles, C.M., & Keating, J.R. (1989). Strength of organization culture and performance: Strategic implications. Journal of Business Strategies, 6, 42-54.
  3. Denison, D.R., & Mishra, A.K. (1995). Towards a theory of organizational culture and effectiveness. Organization Science, 6, 204-223.
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