Stakeholders who needed to be Engaged and the Questions Asked to Them
The report provides an insight into organizational change management in the light of addressing the falling staff engagement followed by period of significant reform coupled with the increased demand for a nonprofit aged care provider Ageing Benevolent Community (ABC). The ABC provides the older Australians with variety of services that helps them in being independent. The report commences with the type of the stakeholders that needed to be involved for bringing about a change. The report also analyzes information for indentifying the key cultural challenges of ABC. The report also puts forward an intervention program for bringing about a change in the ABC’s culture by drawing upon the appropriate theories and frameworks including the recommendations of the change initiatives and the sequence for the implementation.
The stakeholders who needed to be engaged for bringing about a change in the non profit organization involve:
- Employees
- Volunteers
- Members
- Beneficiaries
- Donors
- Local Community
- Other non profit organization.
The volunteers might include members the board members to the general people who help in running the organization. The beneficiaries include the aged people served. Donors include the state, federal agencies or a foundation that provides funding. The local community represents the citizen and the society and hence the non-profits should participate, honour the community activities, and cultivate the institutions, community leaders and the government agencies. Most non-profit organization realizes that they are unable to accomplish the missions or raise the funds by themselves so they opt for the need of collaborating with the charities.
The questions that needed to be asked are as follows:
- Are they succumbing towards the mission?
- How the theory of change adopted remains aligned with the organizational strategy?
- How is the evaluation of the impact measured?
- Do they have the accurate fuel in driving the organization?
According to Schein (2003), organizational culture represents the key to the organizational excellence and remains critical for defining the complex concept that provides a common reference frame for the researchers and the practitioners. Thus, culture represents a compilation of shared meanings that makes it possible for the group members for interpreting and acting upon the environment. Leadership should align with culture and its strategy.
However, there is an always a need for consistency and order that is sometimes referred as the cultural paradigm. This refers to the set of the interrelated assumption that forms coherent pattern. However, not all the assumptions are mutually consistent or compatible. For instance, if a particular group assumes that all good ideas are a result of individual effort, it however cannot simultaneously assume that the group is held responsible for the achieved results. Therefore, for analyzing the cultural paradigms it is necessary for setting logical categories. For instance, the application of the categories has found that the western culture has been active towards the active mastery of the nature while the eastern culture remains passively oriented.
Some of the assumptions of the cultural paradigm include:
- The relationship of the organization with the environment
- The nature of the reality and the truth
- The nature of human
- The nature of human relationships
- The nature of the human activity
Shein (2017) also stated that the strength of the culture is defined based on the stability and the homogeneity of the group member and the intensity and the length of the shared experiences of the group. For instance, a group is characterized by highly differentiated and strong culture it possess an intense history of dealing with difficult situations. On the other hand, a group is characterized by a weak culture provided it has been together for a short while and has not faced any difficult issues.
Identification of ABC’s Key Cultural Challenges Based on Culture Literature
However, it should be noted that in the organizational midlife, culture can be changed and managed but without the consideration of all sources of stability as diversified organizations may contain various geographic, functional and other groups that might have culture of their own.
In respect to the culture literature mentioned above some of key cultural challenges faced by ABC includes the disappearance the promotional opportunities and poor leadership and treatment under skilled staffs. ABC employees’ experiences lack of promotion despite higher levels of performance along with excessive micro management. Besides, the leaders mostly view the questions as negative instead of being positive. Further, the organization does not hold all staffs responsible their desire for delivering greater customer service remains stronger than the desire for growth. They also lack the sense of urgency and have lack of faith in the opinions of the executive. Employees are stressed, being overworked and begging for help.
Some of the theories and frameworks for culture are as follows:
- Harrisson’s Culture Model:He put forward the definitions of four different organizational ideologies and names them ‘role orientation’, ‘task orientation’, power orientation’ and ‘person orientation. Later on, he replaced the term orientation with the culture and renamed ‘task orientation’ as ‘achievement culture’ and ‘person orientation’ as the ‘support culture’. He defined power-oriented firm as an organization that attempts in dominating the environment and thereby vanquishing all the oppositions.
Figure 1: Diagrammatic Representation of Harrisson’s Culture Model
Source: (Dalkir 2013)
- Deal and Kennedy’s Culture Model: They define tough-guy culture as one of the most gruelling of all the business cultures. Here the stakes are higher and the feedback quicker. People belonging to this culture have a tough attitude with higher internal competition. Examples of this culture include management consulting, venture capital, advertising, construction, publishing and advertising.
Figure 2: Diagrammatic Representation of Dean and Kennedy’s Cultural Model
Source: (Amir, Sayed and Reiche 2014)
- Scheider’s Culture Model: He described that the competence culture is based on the motives of achievement. He continued to explain the need for achieving and accomplishing more than the others did. The uniqueness of the culture lies in gaining uniqueness by combating the possibility with the rationalism.
Figure 3: Diagrammatic Representation of Scheider’s Culture Model
Source: (Schneider, Ehrhart and Macey 2012)
- Cameron and Quinn Culture Model: This model places the organizations in the scale of four central values that includes flexibility, differentiation, stability and integration. Here the quadrants are named in a manner so that they resonate well with the researchers and the managers, who possess similar knowledge regarding organizational culture frameworks. The quadrant names were derived from the organizational values associated with different types of organizations. The names were Clan, Adhocracy, Hierarchy and Market that precisely matched the organizational forms developed within the organizational science. They also align with the key theories of management regarding the approaches to the organizational quality, organizational success, management skills and leadership roles.
Figure 4: Diagrammatic Representation of Cameron and Quinn Culture Model
Source: (Wiewiora et al. 2013)
Change can be brought in ABC’s Culture based on the mentioned theories. Besides, define /align/manage framework is necessary for the building of stronger foundation of culture. Therefore, the sequence of implementation includes the steps below:
Step 1: Evaluation of the present performance and culture: This involves defining the critical priorities of performance that includes profitability, growth and the customer satisfaction. This also involves identification of the behavioral strengths along with the identification of the behavioral weakness that is holding back the company’s potential with the defined performance priorities.
Step 2: Clarification of the initial vision: This involves defining the vision for improving the results with the priorities of the performance mentioned in step 1 and the ways in which a company builds the cultural advantage through leveraging the strengths and ensures improvements of the weakness.
Step 3: Clarification of the values and the expected behavior: This step involves in defining the expected behaviors.
Step 4: Clarification of the strategic priorities: This step involves clearly sharing the actionable strategic priorities that the organization will concentrate in supporting the performance priorities mentioned in the initial vision.
Step 5: Engaging the team in defining the SMART goals: This involves engaging the organization and utilizing the extensive prioritization and feedback for defining the objectives for supporting each of the strategic priorities.
Step 6: Clarification and tracking key measures: This steps involves identification of the overall measure in supporting the top priorities related to performance. It might help in having a highly visible metric even if when the employees do not have a direct influence over it.
Step 7: Maintaining management system for maintaining priorities and goals: This involves in having a tracking system for monitoring status of the goals and priorities. Such reviews also require adjustment for focusing additional attention and time on the top most priorities related to performance.
Step 8: Managing communication routine and habits: This involves a genuine, transparent and consistent communication required for the journey of performance improvement and also the role of the culture so that the employees are able to feel being a part of the process.
Step 9: Building motivation throughout process: This step involves the critical steps of recognition and feedback. Celebrating and sharing the progress in transparent manner should represent a standard for regular activities of communication.
Conclusion:
On a concluding note, it has been found from the report that organizational culture can undergo analysis at different levels beginning with visible artifacts, constructed environment, technology, architecture, office layout, audible or visible behavioral patterns and manner of dressing and public documentation materials for employee orientation, charters and stories. Analysis at this level seems difficult, as data are harder to interpret. Sometimes for analyzing the reasons for the behavior of the members’, values that govern behavior are considered. However, the values are harder to observe directly and often inferred through either interviewing the vital members within the organization or through analysis of documents and charters. This helps in accurately manifesting the espoused values of the culture.
References:
Amir Bolboli, Seyed, and Markus Reiche. “Culture-based design and implementation of business excellence.” The TQM Journal 26, no. 4 (2014): 329-347.
Anheier, Helmut K. Nonprofit organizations: Theory, management, policy. Routledge, 2014.
Bryson, John M. Strategic planning for public and nonprofit organizations: A guide to strengthening and sustaining organizational achievement. John Wiley & Sons, 2018.
Cameron, Kim S., Robert E. Quinn, Jeff DeGraff, and Anjan V. Thakor. Competing values leadership. Edward Elgar Publishing, 2014.
Giroux, Henry. Pedagogy and the politics of hope: Theory, culture, and schooling: A critical reader. Routledge, 2018.
Rogoff, Barbara. “Culture and participation: A paradigm shift.” Current Opinion in Psychology 8 (2016): 182-189.
Schein, Edgar H. 2003. “Coming To A New Awareness Of Organizational Culture”. Sloan Management Review 25 (2): 3.
Schneider, Benjamin, Mark G. Ehrhart, and William H. Macey. 2012. “Organizational Climate And Culture”. Annual Review Of Psychology 64: 361-388.
Shein, Edgar. 2017. “Aligning Strategy, Culture And Leadership” 40 (2).
Wiewiora, Anna, Bambang Trigunarsyah, Glen Murphy, and Vaughan Coffey. 2013. “Organizational Culture And Willingness To Share Knowledge: A Competing Values Perspective In Australian Context”. International Journal Of Project Management 31 (8): 1163-1174.
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