Encouragement and Monitoring for Culture Change
Encouragement and monitoring are key components of executive culture change initiatives to prevent senior executives from alienating their clientele (Kenway, et al., 2017). As a result, the activities will encourage managers' interactions with subordinate employees and clients, which will ultimately influence how the organization performs its duties. Managers frequently define an organization's culture as being disengaged from its consumers; as a result, they are unaware of how their actions affect cultures and how they shape organizational cultures (Wokurka, Banschbach, Houlder, & Jolly, 2017).
Rewarding Promising and Excellent Workers
Giving tangible rewards in appreciation to people who support a course and measures that redefine the organizations is another symbolic move for altering culture. Rewarding promising and excellent workers who have the right traits helps encourage other employees to follow suit and in the process have an impact on the culture of the organization (Thompson, Peteraf, Gamble, & Strickland, 2014). The quest to behave, as those awarded will change the overall culture of an organization.
Substantive Culture Changing Actions
Functional culture changing actions involve changing office holders of top positions who do not have the desired characteristics with other people not necessarily from the organization but have demonstrated ability and culture to behave in a certain desired way (Kenway, et al., 2017). The outsiders once they assume the high position will influence the growth of the culture you want in the organization. The new senior managers will also not want to associate with the old culture of the organization in their quest to make a difference.
Revising Existing Policies
Secondly, substantive culture changing actions involve revising existing policies of a firm to ensure they take into account and promote cultural changes the business desires (Ramdhani, Ramdhani, & Ainisyfa, 2017). Policies that promote the adoption of a new working style will provide workers modify the way they conduct themselves to abide by the new rules consequently alter the culture of the organization.
References
Kenway, J., Fahey, J., Epstein, D., Koh, A., McCarthy, C., & Rizvi, F. (2017). Mobilizing the Past in the Changing Present. In Class Choreographies (pp. 79-106). Palgrave Macmillan UK.
Ramdhani, A., Ramdhani, M. A., & Ainisyifa, H. (2017). Conceptual Framework of Corporate Culture Influenced on Employees Commitment to Organization. International Business Management, 11(3), 826-803.
Thompson, A. A., Peteraf, M. A., Gamble, J. E., & Strickland, A. J. (2014). Crafting and executing strategy the quest for competitive advantage; concepts and cases. New York, NY: McGraw-Hill/Irwin
Wokurka, G., Banschbach, Y., Houlder, D., & Jolly, R. (2017). Digital Culture: Why Strategy and Culture Should Eat Breakfast Together. In Shaping the Digital Enterprise (pp. 109-120). Springer International Publishing.
