Organization Change Management Business Environment

Question: Discuss about the Organization Change Management for Business Environment. Answer: Introduction: The existing business environment has facilitated diverse perspectives for industries to realize their business potential. The evolution in the business environment can be primarily attributed to the changes in technology which in turn were responsible for flexible access to information. Leadership and organizational culture have been assumed as the key concepts for research by academics (Benn, Dunphy Griffiths, 2014). The effect of leadership and organizational culture is emphasized highly in management literature in context of business management and organizational behavior. Change is inevitable for every organization in order to adapt to the varying market environment. Subsequently the organizational performance is linked to sustainable and productive implementation of change. Therefore organizations have to assume the significance of change management and the role of leaders and managers in realizing the objective of change (By Burnes, 2013). Implications of Organizational Culture The existence of distinct relations between the performance of an organization and organizational culture as well as with leadership styles depicts the extent of research conducted in the domain of transformational change management. Certain implications of organizational culture are also indicative of the effect of leadership styles on the prevalent organizational cultures (Cordery et al., 2014). Furthermore, literary aspects pertaining to leadership indicate the necessity of assuming efficiency within the standards of the organizational culture. However, there has been limited research on the probability of cumulative impact of organizational cultures and leadership styles on organizational productivity during transformational change. Culture can be described as the entity which illustrates the commonly accepted norms for conducting procedures and general behavior in an organization. Culture of an organization is embedded in the structure and therefore the probabilities of modifying organizational culture in event of transformational change have to be evaluated. Culture has been described as the collective mentality which distinguishes a specific group of individuals in an organization from the other (Cameron Green, 2015). Various contextual definitions of organizational culture also indicate that culture can be perceived as a framework of mutually shared values. The implications of organizational culture for organizational performance are noted in two profound outcomes. Firstly, the management can be able to identify the feasibility of implementing change with respect to the preferences of members of the organizations. Secondly, the management can utilize cultural assessment as a potential resource for estimatin g the causes for lack in performance which can assist in determining remedial measures. The necessity of an organizational culture can be perceived from the context of strategy implementation which describes that management faces formidable setbacks while introducing new strategies due to the incompatibility of organizational culture with the terms of the strategy. Therefore, organizational culture can serve contrasting purposes of either inhibiting the prospects for business organization or facilitating opportunities to influence marketing and product development strategies. Organizational culture has gradually transformed into corporate culture and the effects of the same have been observed imperatively in many large corporations such as IBM, Microsoft, Starbucks, and IKEA etc. The consideration of various components which can assist in implementation of an effective corporate culture has been noted in the research of many academics (Carter et al., 2013). The distinct elements of the organizational culture which have been identified in literature are primarily reflective of the shared values of individuals in an organization. There have been prominent examples of organizations which have framed their organizational culture from their vision or mission statement. Such type of initiative enables the organization to sustain a productive organizational culture alongside catering the short term as well as long term objectives of the organization. A major share of the effectiveness of various efforts for introduction of change in an organization can be attributed to organizational culture. The primary influence of change in companies which adhere to value based organizational cultures is observed in the stern association of members with the organizational culture and values even in case of change in members or any strategic change in the organization. Organizational culture and its productivity for an organization can also be weighed in terms of the role played by leadership during change (De Neufville et al., 2013). The major implication of organizational culture during change is observed in the ability of employees to stay united which validates organizational culture as a functional moderator of situations of change. Organizational culture with Leadership Style Organizational culture has to be implemented in a coordinated fashion with leadership styles since the scope of change management is an imperative concern of leaders and managers. The role of leadership in strategic transformation of an organization has been widely mentioned in contemporary business management literature. The changes in the organizations strategy are directly reflected on the organizational culture which in turn has to be apprehended by leaders and managers in their efforts (Osibanjo, Adeniji Abiodun, 2013). The culture change requirements can demand leaders to improve their commitment and energy in their efforts to achieve the desired outcomes of the change. The key theoretical implications pertaining transformational leadership suggest that leaders must frame a unique vision for implement changes in the internal cultural norms of the organization through promulgation of personal characteristics. Transformational change perspectives also need to be considered by le aders in context of sustaining ethical practices and higher standards of morality in order to address the complex factors which can invoke collective effort from the members of the organization. The impact of leadership styles on organizational culture form an imperative aspect of strategic change management policies implemented by an organization (Rafferty, Jimmieson Restubog, 2013). The definition of flexible work environment alongside prospects for development provided by leaders in an organization could encourage employees to adapt to the new changes in the organization. Consistent efforts from the leaders to communicate with employees and acquire feedback regarding the implementation of change in an organization could help in collecting viable insights in the prospects of change management and its feasibility in the present cultural and leadership context (Vakola, 2013). The comprehension of culture and the impact of its transformation on the strategic management outcomes of the organization has been a formidable inclusion in the requirements for a transformational leader. A leader can achieve efficiency during strategic changes through inclusion of processes such as recruitment of staff, socialization, dismissing members deviating from culture and the improvement of communication mechanisms within the internal environment of the organization. Primary illustration of organizational culture The primary illustration of organizational culture as described in the literature review is based primarily on shared values. The critical reflection on this aspect of the literature can render probabilities of incompatibility with the modern forms of culture adopted by domestic organizations which prove to be functional in event of changes. Transformational changes require an organization to implement major modification in terms of its internal environment as well as external factors (De Neufville et al., 2013). The consideration of external factors is primarily the key reason for introduction of transformational change. The introduction of transformational change can be the outcome of a major legislation or changes in global economy as well as certain events which have their roots in the internal environment. The major critique which can be derived in this case is the lack of explanation on the combined effect of leadership styles and organizational culture on the performance of an organization during the period of change. The objectives of leadership styles and their distinct implications in addressing the diverse contexts of change management have also been minimally addressed in academic research. While the literature emphasizes on the role of organizational culture in sustaining a bond between the employees of the organization in events of change, there has been limited reference to the assessment of individual behavior (De Neufville et al., 2013). The necessity of organizational culture can be aptly observed from the review and furthermore, the use of organizational culture for timely identification of employee preferences prior to a change and the factors which cause limitations on organizational productivity can be considered as one of the formidable strengths of the literature. However the consideration of other profound factors such as personal life of members during organizational change, behavior of new employees and impact of changes in leadership styles and their impact on change management can be termed as the major weakness of the literature. Organizational culture has also been attributed with contrasting impacts which can be observed in either limitations or oppo rtunities in the scope of flexibility to adapt to strategic change. The outcome provides a reference to the successful corporate cultures implemented by major corporations. These citations can be used by leaders and managers to optimize their change management strategies which serve as a promising facet of the literature (Little, 2014). On the contrary, the dependency of an organization on proven organizational cultures and relying on the chances of success in a different business environment can prove to be an ambiguous bet for many organizations. The factors of organizational resources are also ignored in the literature which is functional contributors to the strategies of an organization during change management. Organizational culture has also been perceived as a major influence on the activities and approaches of leaders as noted in the literature which indicate the efficacy of organizational culture in moderating change management scenarios. The illustration of leadership as a conclusive element in the process of change is also referred widely in the literature review (Vakola, Armenakis Oreg, 2013). Leadership obtains significance in terms of its ability to influence the employees. The existence of various leadership styles is a promising indicator of the capability of leadership to adapt to diverse change scenarios such as economic, geographic or legal changes. Relocation to another geographic location can be assumed as an example of transformational change. In this case the organization would not have to face any issues with implementation of change as the employees would be serving under the same leaders (By Burnes, 2013). On the contrary, economic changes which induce reductions in s alaries of higher management personnel are responsible for increase in number of outgoing leaders which causes strategic management issues for the new leaders. Therefore the critique can indicate profound references to limitations of the literature related to the role of organizational culture and leadership styles during transformational change. Recommendations Possible recommendations which can be laid out for introducing amendments in change management strategies include identification of external factors such as political, legal, social, economic and technological factors which can help leaders to frame the organizational culture along the same lines (De Neufville et al., 2013). Furthermore, design of a change management strategy which can adapt to the external factors in business environment would account for sustaining organizational growth. 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