Comparative analysis of organizationalculture transformation models
An analysis of organizational culture transformation models has been presented. The mechanisms and tools which can be used for changes, have been studied, which are understood as any actions aimed at reviving or reorienting the activity of the organization. Cultural changes in the form of a matrix,...
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| Format: | Article |
| Language: | Russian |
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State University of Management
2020-04-01
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| Series: | Управление |
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| Online Access: | https://upravlenie.guu.ru/jour/article/view/285 |
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| author | I. V. Groshev Menin He |
| author_facet | I. V. Groshev Menin He |
| author_sort | I. V. Groshev |
| collection | DOAJ |
| description | An analysis of organizational culture transformation models has been presented. The mechanisms and tools which can be used for changes, have been studied, which are understood as any actions aimed at reviving or reorienting the activity of the organization. Cultural changes in the form of a matrix, containing the effects of reactive and proactive factors and ameliorative and strategic goals, have been analysed.Correlations between the stage of development of organizational culture and its transformation have been highlighted. Depending on the stage reached by the organization, specific sets of measures specific sets of measures are being taken. The key elements that can ensure the success of organizational and cultural changes, such as leadership, staff involvement, stakeholder participation, communication changes, emotion management, etc., have been considered. Four main sources of change have been determined, three of which are relatively independent of management actions, and the fourth is directly related to management actions: survival, evolutionary, revolutionary processes, and managed changes. In the process of cultural change, three main stages in the life of an organization have been emphasized: the foundation and early growth, development, maturity and decline, and the corresponding mechanisms and tools of organizational culture, which can be used for change. In particular, the following have been reviewed in detail: gradual change; changing organizational “therapy”; developing elements of mixed culture; selectively promoting subcultures; planning for project development and creating a structure for the organization; defrosting and changing through new technologies; changing by infusing personnel from outside the organization; defrosting conflicts and challenging myths; basic remodeling of the organization; change by compulsion.The limitations that arise in the process of organizational culture transformation have been analysed. It has been concluded that regardless of which model will be adopted as the basis for the process of changing the organizational culture, the context in which the transformations take place should be taken into account. The enabling conditions, facilitating transformation and the reactive factors, that will resist it, should be understood and analysed by decision-makers. |
| format | Article |
| id | doaj-art-b35b33d077a64467a8e9b29f13a6d508 |
| institution | Kabale University |
| issn | 2309-3633 2713-1645 |
| language | Russian |
| publishDate | 2020-04-01 |
| publisher | State University of Management |
| record_format | Article |
| series | Управление |
| spelling | doaj-art-b35b33d077a64467a8e9b29f13a6d5082025-02-04T09:04:38ZrusState University of ManagementУправление2309-36332713-16452020-04-01819410110.26425/2309-3633-2020-1-94-101220Comparative analysis of organizationalculture transformation modelsI. V. Groshev0Menin He1Research Institute of Education and ScienceSouthwestern State UniversityAn analysis of organizational culture transformation models has been presented. The mechanisms and tools which can be used for changes, have been studied, which are understood as any actions aimed at reviving or reorienting the activity of the organization. Cultural changes in the form of a matrix, containing the effects of reactive and proactive factors and ameliorative and strategic goals, have been analysed.Correlations between the stage of development of organizational culture and its transformation have been highlighted. Depending on the stage reached by the organization, specific sets of measures specific sets of measures are being taken. The key elements that can ensure the success of organizational and cultural changes, such as leadership, staff involvement, stakeholder participation, communication changes, emotion management, etc., have been considered. Four main sources of change have been determined, three of which are relatively independent of management actions, and the fourth is directly related to management actions: survival, evolutionary, revolutionary processes, and managed changes. In the process of cultural change, three main stages in the life of an organization have been emphasized: the foundation and early growth, development, maturity and decline, and the corresponding mechanisms and tools of organizational culture, which can be used for change. In particular, the following have been reviewed in detail: gradual change; changing organizational “therapy”; developing elements of mixed culture; selectively promoting subcultures; planning for project development and creating a structure for the organization; defrosting and changing through new technologies; changing by infusing personnel from outside the organization; defrosting conflicts and challenging myths; basic remodeling of the organization; change by compulsion.The limitations that arise in the process of organizational culture transformation have been analysed. It has been concluded that regardless of which model will be adopted as the basis for the process of changing the organizational culture, the context in which the transformations take place should be taken into account. The enabling conditions, facilitating transformation and the reactive factors, that will resist it, should be understood and analysed by decision-makers.https://upravlenie.guu.ru/jour/article/view/285organizational culturechangetransformationanalysismanagementpersonnelprocessmodel |
| spellingShingle | I. V. Groshev Menin He Comparative analysis of organizationalculture transformation models Управление organizational culture change transformation analysis management personnel process model |
| title | Comparative analysis of organizationalculture transformation models |
| title_full | Comparative analysis of organizationalculture transformation models |
| title_fullStr | Comparative analysis of organizationalculture transformation models |
| title_full_unstemmed | Comparative analysis of organizationalculture transformation models |
| title_short | Comparative analysis of organizationalculture transformation models |
| title_sort | comparative analysis of organizationalculture transformation models |
| topic | organizational culture change transformation analysis management personnel process model |
| url | https://upravlenie.guu.ru/jour/article/view/285 |
| work_keys_str_mv | AT ivgroshev comparativeanalysisoforganizationalculturetransformationmodels AT meninhe comparativeanalysisoforganizationalculturetransformationmodels |