Role Of Leadership In Cultural Change --论文代写范文

51Due论文代写平台essay代写范文:“Role Of Leadership In Cultural Change ”，这篇论文主要描述的是文化可以是一种活动、一种行为规范、一种语言特色、一种价值观念共享，企业文化中所包含的企业价值观、企业信仰是经历过员工和管理不断的探索而形成，对于企业而言是一种无形的宝贵财富，能够对企业的发展产生积极的影响。

Culture can be defined as a set of activities, norms, language, behavior, routines and values shared by a group of people.According to Buchanan 'Organizational culture is the collection of relatively uniform and enduring values, beliefs, customs, traditions and practices that are shared by an organization's members, learned by new recruits and transmitted from one generation of employees to next'.

The culture of an organization can help drive business results and impacts the growth of the company.

Coral Telecom Limited (CTL) is a leading manufacturer of EPBX in India and also develops software packages which are compatible with their own EPBX (hardware).

Apart from having a good market share, the culture of CTL has a major impact on its growth and high attrition rate. Lack of training, politics, job insecurity and stress are the main causes of attrition. The analysis of this situation includes the impact of CTL's culture with reference to Schein's model, on employee satisfaction and growth of the company. Dyer's model is also taken into account to elaborate the role of leadership in developing a healthy work culture and high rate of job satisfaction among employees. Measures to improve culture in CTL are also suggested.

Cultural aspect of CTL CTL文化方面

According to Schwartz and Davis, culture is the pattern of beliefs and expectations that the members of an organization follow. The culture of an organization can be referred to as metaphor for organization itself, for instance if we consider CTL as a culture, we can get a fair view of thoughts, feelings, values and actions of employees in everyday life and in decision making situations.(Alvesson 2002)'Good cultures are characterized by norms supportive of excellence, team work, profitability, honesty, customer service orientation, pride in ones work and commitment to the organization'(Baker, 1980:10).

Culture can thus be defined as the way to feel, think and perceive the situations and the pattern of assumptions to deal with such situations. The culture of CTL involves least cooperation between different teams and among team members of the same team. CTL has subtle environment with leaders and managers having closed chambers and almost no interaction with the employees except the supervisors which created a gap between employees and the leaders.

Factors influencing CTL's culture CTL的文化因素的影响

An organization's culture can be learnt by understanding its core values such as behaviors, dress codes and ambience etc. To analyze the impact of culture in CTL, we must understand the levels of culture as mentioned by Schein (1992) i.e. artifacts, values and assumptions.

Artifacts in CTL are the elements that one can see, hear or feel e.g. architecture and furniture of the office, dress code, color pattern, language, technology, stories about CTL and observable events and ceremonies etc. These artifacts are visible to the outsiders and they can feel the environment of the organization.CTL artifacts does not comply with the organization's motives therefore it is not able to produce a good impression on outsiders whether the client or the new recruit. There is no dress code and professional language followed by the employees. Dull and boring color patterns, furniture and architecture makes the environment insipid for an employee to stay for long hours in office.HRM policies does not include recreational activities that consolidate various forms of cultural expression to motivate employees, which is also helpful in team building and releasing stress.

Such artifacts are useful in interpreting the environment of CTL but these may be insufficient to completely understand CTL's work culture as different individuals have different interpretations.

Analyzing espoused values, norms and rules that the members of CTL follow in their day to day processes will help in quickly understanding the organization's culture. (Schein 1992, p.20)

Schein contends that many of the problems confronting leaders can be traced to their inability to analyze and evaluate organizational cultures. Indeed at times when new strategies are to be implemented in an organization; the strategies usually fail if they are not in line with the organization's culture.

Leadership: Culture Setter

Leaders in CTL are the individuals who prevail and influence the group to adopt a certain approach to the problem (Schein 1992, p.19).The successful approach taken by the leader to solve the problem transforms to belief of the group which in turn becomes CTL's culture. As discussed by Davis (1984) 'If a leader is a great person, then inspiring ideas will permeate the corporation's culture.'

According to Schein's second level, espoused values are the assumptions, of a leader, about what is right or wrong. When a team faces any problem for the first time, the first solution proposed to deal with it, reflects a leader's values. The team never having experienced such situation before will follow the leader's values.

The third level of Schein's model talks about the basic assumptions that developed when a solution to a problem works successfully and repeatedly. At CTL, leader's assumptions are the realities which were once treated as the perception of the leader and have now become CTL's values.

Leaders at CTL believe that employee performance is directly proportional to the amount of pressure or work load given to them. Pressure can improve performance up to a certain point but if pressure becomes excessive, it loses its beneficial effect and becomes harmful and destructive to health that leads to stress. Leaders approach in CTL is maximum output from the employee with minimum concern about the employee. The values and norms in CTL do not support openness, friendship, fun, communicative and social orientation skills, personal support and spending leisure time with team members. CTL's culture of not cooperating other teams or team members is the result of politics due to unhealthy competition created by the leaders.

Management's percept is to invest less time and financial resources in employee friendly facilities like proper transport, cafeteria and recreational activities. The excessive work load to meet timelines, without proper artifacts, results in high stress levels among employees that drive them to quit. The experienced, trained employees quit and the new recruit takes time to acclimatize with the organization's culture. Successively, this becomes the reason in low growth rate of CTL.

Cultural change process 文化变迁的过程

Cultural change in CTL can differ in terms of scale. There can be small scale changes usually referred as incremental changes or large scale changes referred as radical changes. Sathe (1985a, b) suggested that distinction of cultural change can also be made on the basis of nature e.g. behavioral change and cognitive change. As per Dyer's (1985) model organizational cultural change is the conjugate of perception of crisis and leadership change.

Leaders' abilities and their current practices can be brought into question during the time when a crisis cannot be handled by traditional ways. To change the culture at CTL, old beliefs and structures must first be altered. This may include altering dominant leaders, reward policies, and all supportive beliefs.

Bringing new leaders at CTL may help in finding alternative artifacts, values and assumptions but it may also cause conflict between followers of old and supporters of new cultures. If new culture is imposed in CTL than the followers of the previous culture will have to either quit, fired or demoted to less influential positions. The resentments and conflicts that may cause among CTL employees, due to new practices, must be handled by the new leadership. Dyer suggests that this can be done when two conditions are fulfilled, firstly the ongoing crisis of high attrition and slow growth of CTL are resolved and secondly the leader is credited for resolving the crisis. This will enhance the prospects that the new leader's team will accept the changes and will start following the new culture.

In order to maintain new culture in CTL, new leader has to keep everyone aware of his/her. George Orwell (1984, p.32) says 'who controls the past controls the future, [and] who controls the present controls the past'.

Selection of a new leader during crisis is the key decision in this model of cultural change. The new leader who joins CTL will have unique opportunities to transform the organization's culture by bringing new artifacts, perspectives, values and assumptions. (Dyer, 1985:223)

Conclusion 结论

The levels of organizational culture as explained by Schein helped to identify the factors affecting CTL's culture. These are artifacts, espoused values and basic assumptions. The unconventional implementation of these factors is the key reason behind high attrition and in turn low growth rate of CTL. Proper implementation of these factors is the responsibility of the leadership and management of CTL. Leadership's negligence towards organizational culture imposes serious threat on employee satisfaction and in turn company's growth. The analysis of this situation demonstrates the stress experienced by the employees which motivated them to quit. It also suggests the steps that a leader must take in developing healthy culture. The views of a leader for cultural change may create problems for the new leader but the model recommended in this analysis will help rectify such issues.

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