The Need To Change Culture

When major changes occur companies usually must alter their culture in order to survive. The reasons for changing culture need not be negative. A company that enters a new market might copy the cultures of successful competitors in the market. A new management team, for example, often changes corporate culture to match its higher ideals. Organizations should strive for an open and participative culture. This type of culture is characterized by such attributes as:

    •    Trust in subordinates
    •    Openness in communications
    •    Considerate and supportive leadership
    •    Group problem solving
    •    Worker autonomy
    •    Information sharing
    •    High output goals

Some behaviouralists contend that this culture is the only viable one for all situations. The opposite of the open and participative culture is a closed and autocratic high output goals. But such goals are more likely to be declared and imposed on the organization by autocratic and threatening leaders. There is greater rigidity in this culture, resulting from strict adherence to the formal chain of command, shorter spans of management and stricter individual accountability. This emphasis is on the individual rather than teamwork. Employees reactions are often characterised by going through the motions and doing as they are told. Despite criticism by behaviourists, a closed and autocratic culture (philosophy) may prove better than an open one in certain situations. Some organizations’ cultures are neither purely open and participatory or closed and autocratic. Although employees may be expected to dress conservatively and otherwise follow company rules, new ideas may be encouraged and rewarded through incentives compensation.