ORGANISATIONAL CULTURE CHANGE

This article discusses an important topic in management: organizational culture change. Making a fundamental change in organizational culture requires fundamental changes in organizational structure, operating and reward systems and a long-term and concentrated effort from everyone involved. Schein said that culture change is very hard and extremely difficult and takes some years rather than months. Cultural transformation of an organization is gradual and staged. This article includes practical parts consisting of tools to investigate the environmental impact on changing organizational culture and to investigate the crisis situation that requires change. The first tool presented refers to an analysis of the following organizational environments: physical, mental and informational, in order to identify the segments in need of change. This analysis may be conducted by way of recording employees' and managers' honest answers to some concrete questions. The second tool is the crisis questionnaire, created by Flamholtz and Randle. This is used as a preventive measure in order to identify the first signs of an organizational crisis in a timely manner. Both tools are very easy to apply and time efficient and provide a real image of the status in which the organization finds itself at a given time. Organizational changing ensures survival and success of the organization; an organization reluctant to change and locked into patterns is doomed.