How to Set the Stage for a Change in Organizational Culture
Managing change is the most important thing for organizations to keep their existence. I found that it is not an easy one. There are many questions to answer in this process. When we start the change? What will we change? Should we change everything or only a part of the culture? If only a part of the culture, which one we will change? Who will arrange this process? And how the process will be done? Which process we prefer? The top-down or the bottom-up approach. And also the most important issue, why we have to change? Without knowing and realizing why we have to change, this process will become another nonsense process. Every element of the organization must be realized that the time for changing has come, so they will support the process. The top management level should play the main role and give a total commitment.
In my company, State-own Electric Company Indonesia (PLN), I don’t see a significant change in our organizational culture and behavior. We have a new corporate culture but it doesn’t work. I think because most of the employees feel that we don’t have to change, we don’t know the effect of this change for us, and also there is no significant commitment from top management. We run out time, I just afraid that when the time for change has come, and when we have no other options except to change, it is already too late to perform a smooth cultural change.
Thursday, November 13, 2008
Thursday, November 6, 2008
How to Set the Stage for a Change in Organizational Culture
Managing change is the most important thing for organizations to keep their existence. I found that it is not an easy one. There are many questions to answer in this process. When we start the change? What will we change? Should we change everything or only a part of the culture? If only a part of the culture, which one we will change? Who will arrange this process? And how the process will be done? Which process we prefer? The top-down or the bottom-up approach. And also the most important issue, why we have to change? Without knowing and realizing why we have to change, this process will become another nonsense process. Every element of the organization must be realized that the time for changing has come, so they will support the process. The top management level should play the main role and give a total commitment.
In my company, State-own Electric Company Indonesia (PLN), I don’t see a significant change in our organizational culture and behavior. We have a new corporate culture but it doesn’t work. I think because most of the employees feel that we don’t have to change, we don’t know the effect of this change for us, and also there is no significant commitment from top management. We run out time, I just afraid that when the time for change has come, and when we have no other options except to change, it is already too late to perform a smooth cultural change.
Managing change is the most important thing for organizations to keep their existence. I found that it is not an easy one. There are many questions to answer in this process. When we start the change? What will we change? Should we change everything or only a part of the culture? If only a part of the culture, which one we will change? Who will arrange this process? And how the process will be done? Which process we prefer? The top-down or the bottom-up approach. And also the most important issue, why we have to change? Without knowing and realizing why we have to change, this process will become another nonsense process. Every element of the organization must be realized that the time for changing has come, so they will support the process. The top management level should play the main role and give a total commitment.
In my company, State-own Electric Company Indonesia (PLN), I don’t see a significant change in our organizational culture and behavior. We have a new corporate culture but it doesn’t work. I think because most of the employees feel that we don’t have to change, we don’t know the effect of this change for us, and also there is no significant commitment from top management. We run out time, I just afraid that when the time for change has come, and when we have no other options except to change, it is already too late to perform a smooth cultural change.
People are Our Greatest Asset
I always agree that people are the greatest asset for the organization. People or employees are the only thing that differentiates one organization from others. I am very interesting with empowerment process. In my job before, I was lucky to have a very nice boss. As a new employee that time and just graduated from university, I still confused about my jobs and responsibilities. My boss gave me a very clear explanation about my company business process, my jobs, and my responsibilities. Sometimes he gave me an extra job, that not always in my competence. At the first time I felt uncomfortable, but then I realized that he wanted to empower me, gave me new knowledge and experiences. Now, I apply the same approach to my employees. For some employees, maybe they will feel that they’ve been used by the management to do something out of their job, but for me, that is they new opportunity and experience. That the way the management motivating and empowering their employees.
Today was my learning team presentation. My part was to explain the concept of placement. If we see the people or the employees as our greatest asset, we must treat them as our greatest asset also. The most important thing is to place them on the right place, so they can give the best contribution. We also have to maintain their competence by giving training. Of course, we want our greatest asset belong to us a long as possible, so we have to prepare a long term plan for their future, even since the recruitment process.
I always agree that people are the greatest asset for the organization. People or employees are the only thing that differentiates one organization from others. I am very interesting with empowerment process. In my job before, I was lucky to have a very nice boss. As a new employee that time and just graduated from university, I still confused about my jobs and responsibilities. My boss gave me a very clear explanation about my company business process, my jobs, and my responsibilities. Sometimes he gave me an extra job, that not always in my competence. At the first time I felt uncomfortable, but then I realized that he wanted to empower me, gave me new knowledge and experiences. Now, I apply the same approach to my employees. For some employees, maybe they will feel that they’ve been used by the management to do something out of their job, but for me, that is they new opportunity and experience. That the way the management motivating and empowering their employees.
Today was my learning team presentation. My part was to explain the concept of placement. If we see the people or the employees as our greatest asset, we must treat them as our greatest asset also. The most important thing is to place them on the right place, so they can give the best contribution. We also have to maintain their competence by giving training. Of course, we want our greatest asset belong to us a long as possible, so we have to prepare a long term plan for their future, even since the recruitment process.
The topic for today’s on 2nd HBO class is Corporate Culture. Every organization, every corporate has its own culture. Everyone that works in those organizations or corporate also has his own culture. Because of that, there is must be a common culture that sometimes driven by the top management. For a new person in organization, it will need time to adapt the new culture. Just like this school, AIM, it has a specific culture that had been improved during the life of the institute. I, as a new member of this society, want or not want, must follow this culture to success in this environment. This becomes something like cultural shock for me. I am not used to be an active person before, in term to communicate my idea with others. I see this example as a time to change, time for culture change. Many companies can’t define when the time they should change, and when they do it, sometimes it is already too late. The willing to change and capability to adapt are the main keys to success.
Chris Argyris concept, theory of action, really makes me realize that sometimes we set a high standard to our self, without realize our own capability. It makes the culture we set for our company is not applicable and become something like a lip service. The culture must build from company identity and strategic vision, and the top management commitment is very important to make it applicable.
Chris Argyris concept, theory of action, really makes me realize that sometimes we set a high standard to our self, without realize our own capability. It makes the culture we set for our company is not applicable and become something like a lip service. The culture must build from company identity and strategic vision, and the top management commitment is very important to make it applicable.
Monday, November 3, 2008
1st HBO Class
THE HBO 1st CLASS: EMOTION ENGAGEMENT
(true employee needs, or management manipulation)
Today is the 1st HBO class. We talked about emotion engagement. It was a very interesting class; we shared our experiences in our previous job, especially with emotion engagement. Many companies try to build a good emotion engagement with their employees. The basis purpose of this is to maximize the employees’ contribution to their division and the company as a whole. In many cases, every manager has a different approach to have this emotion engagement from its employees. My experiences as a manager, I tried to satisfy my employees needs, in connection with their job activities, fulfill their rights, so I can ask them to contribute more to the company. I tried to build a good relationship, good communication between me and the employees and among the employees. I always tried to support them, gave them a responsibility, so they can feel the company awareness for their existence.
This activity is a mutual advantage for both, employees and company. The manager as a part of company management and the employees might have a different personal objective for their own good. For me, when I was a manager, I tried to combine this interest, organize it for the company improvement. It needs an interpersonal skill of the manager to motivate his employees to archive the common destination. In my company, it is not an emotion engagement to the company but to the personal manager. Because different manager has a different way, some employees like it, while another maybe don’t like it.
(true employee needs, or management manipulation)
Today is the 1st HBO class. We talked about emotion engagement. It was a very interesting class; we shared our experiences in our previous job, especially with emotion engagement. Many companies try to build a good emotion engagement with their employees. The basis purpose of this is to maximize the employees’ contribution to their division and the company as a whole. In many cases, every manager has a different approach to have this emotion engagement from its employees. My experiences as a manager, I tried to satisfy my employees needs, in connection with their job activities, fulfill their rights, so I can ask them to contribute more to the company. I tried to build a good relationship, good communication between me and the employees and among the employees. I always tried to support them, gave them a responsibility, so they can feel the company awareness for their existence.
This activity is a mutual advantage for both, employees and company. The manager as a part of company management and the employees might have a different personal objective for their own good. For me, when I was a manager, I tried to combine this interest, organize it for the company improvement. It needs an interpersonal skill of the manager to motivate his employees to archive the common destination. In my company, it is not an emotion engagement to the company but to the personal manager. Because different manager has a different way, some employees like it, while another maybe don’t like it.
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