Answer to Question #190004 in Management for Vaibhavi

Question

Following acquisition, Real page understands the need for Culture change. The top management wants the company to make efforts to bring about a seamless culture change. They want the HR to equip themselves with the right strategy to meet these needs. Why do companies experience a need for cultural change? What process of Organizational culture change will HR follow?

Answer 1

Cultural transitions can be critical to an organization's long-term sustainability and growth. Markets fluctuate. New generations of workers have arrived. Customers change over time. The fundamental value propositions of a company can suddenly lose their significance. Or that their job habits have made them uncompetitive.

It should come as no surprise that culture can be either a major asset or a major liability. As a result, for a successful organizational transition, HR should obey the proper procedure. The manager should identify desirable values and attitudes, align culture with strategy and processes, link culture to accountability, and cultivate visible champions. The non-negotiables should be described by these. When considering a cultural shift, they should evaluate the current culture and identify which things to keep. It's especially important to find out what's not up for discussion during mergers and acquisitions, when leaders of two or more companies must figure out how to combine their identities. Furthermore, HR should align culture with the brand, monitor efforts, and take risks in order to lead. To have control, the manager should be in a position of power. When they take action, it inspires others to do the same.