Purpose and benefits

• Corporate cultures are the major obstacles to successful change and must themselves change.

• Organisational obstacles can be changed far more easily than human psychology.

• Human resistance can be readily overcome if four preconditions of change are met.

• Cultural change should embody a major shift of emphasis from looking inwards to looking outwards.

• Many cultural change programmes are constructed the wrong way around—culture first, behaviour second.

• Pro-active cultural management bars obstructive behaviours and, instead, supports, reinforces, and rewards constructive ones.

• The leader’s personal behaviour must be consistent with the demands of cultural change.

Related Solutions

Method

Abstract. Essay on management best practice using case studies and suggested action plans with additional reference sources.

Time to Complete

20 mins

Length

5 Pages

Participants

1

Price

£5 Pounds Sterling
(inc. VAT)