Loraine J Jackson MAN5285-12 Individual Work-Week Eleven

7/23/2019 Loraine J Jackson MAN5285-12 Individual Work-Week Eleven

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Running head: CULTURE CHANGE AT IBM 1

Individual Work Week Eleven

Culture Change at IBM

Loraine a!k"on

#rgani$ational %evelo&'ent and Change ( 1 )*+,*-

%r. /andra Merri'an

anuar0 + +213


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CULTURE CHANGE AT IBM +

Culture Change at IBM

Ho4 i'&ortant are !ultural &rin!i&le" 4hen "ha&ing 5ehavior during organi$ational gro4th6

The &rin!i&le" that 4ere ingrained in the !ulture "in!e it" 7or'ation in 1819 have 'ade

the IBM Cor&oration one o7 the 5e"t 'anaged !o'&anie" in the 4orld 4ith the value" 5eing

re"&e!t 7or the individual the 5e"t !u"to'er "ervi!e and the &ur"uit o7 e;!ellen!e< )Cu''ing"

= Worle0 +21* &. *31-. The"e !ultural value" and &rin!i&le" are a 5a"i" 7or ho4 'anage'ent

7eel" that e'&lo0ee" and other" 4ithin IBM "hould 5ehave in regard to !u"to'er" a" 4ell a"

&roviding the e;!ellent &rodu!t" and "ervi!e that IBM ha" 5een kno4n 7or over a !entur0 o7 their

e;i"ten!e. Culture in an organi$ation 7ro' the "'alle"t to the giant" in the indu"tr0 "u!h a" IBM

ha" a "igni7i!ant 5earing on e'&lo0ee attitude" and 5ehavior in addition to e'&lo0ee 5elie7" and

a!tion". An organi$ation that ha" an organi$ational !ulture that i" 4ell(!on!eived and 'anaged

4ell and i" !on>un!tion 4ith an e77e!tive 5u"ine"" "trateg0 i" indi!ative o7 the "u!!e"" o7 that

&arti!ular organi$ation. In "ha&ing the organi$ational !ulture it 'u"t 7ir"t 5e diagno"ed 4hi!h

involve" deter'ining 4hether or not the e;i"ting !ulture !orre"&ond" 4ith the !urrent 5u"ine""

"trateg0. The !o'&onent" o7 !ulture in!lude arti7a!t" 4hi!h are the vi"i5le "0'5ol" in re7eren!e

to the dee&er level o7 !ulture? the nor'" and value" and the 5a"i! a""u'&tion". Arti7a!t" in!lude

the 5ehavior" the language !lothing and al"o in!lude" the de"ign 7eature" "u!h a" "tru!ture"

"0"te'" &ro!e""e" and the &h0"i!al a"&e!t o7 the !o'&an0 it"el7. Thi" 4ould 5e area" "u!h a"

o77i!e "&a!e la0out d@!or and de"ign )Cu''ing" = Worle0 +21 &g. **3-. In addition there

are nor'" and value". Nor'" and value" deter'ine the level o7 and rule" o7 5ehavior 7or

e'&lo0ee" 4ithin an organi$ation and ho4 the0 a!t in a given "ituation. Nor'" are al"o a""u'ed

50 the o5"ervation o7 other e'&lo0ee" and the 'anner the0 5ehave and interrelate 4ith ea!h

other and !on"u'er". alue" !an 5e 7ound dee&er 4ithin an organi$ation and tell e'&lo0ee"

4hat i" i'&ortant in the organi$ation and 4hat e;a!tl0 reuire" attention. The la"t !o'&onent


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CULTURE CHANGE AT IBM

are the dee& a""u'&tion" o7 !ulture. A!!ording to Cu''ing" the dee&e"t level" o7 !ultural

a4arene"" are the taken(7or(granted a""u'&tion" a5out ho4 organi$ational &ro5le'" "hould 5e

"olved )Cu''ing" = Worle0 +21*-. The"e a""u'&tion" to all individual" 4ithin an

organi$ation ho4 to o5"erve think and 5a"i!all0 7eel a5out thing" that o!!ur in an organi$ation.

What i" !o'e" do4n to i" that !ulture 4ill indi!ate the level o7 &ro5le' "olving a" 4ell a"

tea!hing ne4 &attern" o7 5ehavior 7or tho"e 4ithin and ne4 individual" !o'ing into the

!o'&an0.

Ho4 !an !ulture 5e u"ed to 7a!ilitate 'erger and a!ui"ition integration &ro!e""e"6

E'&lo0ee" !an 5e e;&o"ed to variou" 7or'" o7 !ulture 4hen the0 are involved in an0

t0&e o7 a!ui"ition or a 'erger. Dor e;a'&le e'&lo0ee" 4ill have e;&o"ure to the 'ethod" o7

!o'&leting ever0da0 ta"k" that one !ulture 7eel" i" 7ine a" it i" the 'ethod the0 have done

5u"ine"" over the 0ear" 5ut not nor'al 7or the other organi$ation 4ho 'a0 do thing" ver0

di77erentl0. #7 !our"e there i" a !ertain level o7 intera!tion and !hange that e'&lo0ee" 4ill

e;&erien!e and thi" i" de&endent on the t0&e o7 'erger and the t0&e o7 organi$ation. Dor

e;a'&le i7 one ele!troni!" 7ir' 'erge" 4ith another and the !o'&anie" are ver0 "i'ilar there

4ill 5e a higher level o7 intera!tion and !hange. There 'a0 5e elevated level" o7 intera!tion and

the !ulture" !ould have great di77eren!e". There7ore there 'a0 5e !ultural or e'otional !on7li!t"

o!!urring 4hen individual" 7ro' ea!h !o'&an0 'ake an atte'&t to !ontinue on 4ith 5u"ine"" a"

u"ual 50 tr0ing to u&hold and 'aintain the value" attitude" and 5elie7" the0 have a""o!iated

4ith their o4n organi$ation. In atte'&ting to ea"e the &ro!e"" o7 a 'erger or a!ui"ition

!ultural di77eren!e" "hould 7ir"t 5e !on"idered and an0 intervention" that are ne!e""ar0 7or the

t4o organi$ation". The"e a!tion" are ne!e""ar0 to "i'&li70 and 5etter ena5le !ultural integration

5et4een the t4o !o'&anie". Culture i" a huge a"&e!t in the 'anner individual" involved in a


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'erger or a!ui"ition a !o'&an0 re"&ond" to ne4 the "tru!ture o7 their 4ork environ'ent.

The"e 7a!et" !an range 7ro' the 7a'iliari$ation and dedi!ation to the ne4 e;&e!tan!ie" to

o&&o"ition o7 e;&e!ted attitude" and 5ehavior" and even 5ehavior that !an leave 4ork a!tivitie"

undone and e'&lo0ee" un&rodu!tive. Culture 7ro' ea!h organi$ation !an 5e !o'5ined in order

to 5ring the 5e"t attitude" and 5elie7" to 'erging !o'&anie". In addition !ultural !hange 'u"t 5e

"tarted 50 !reating a !on!i"e vi"ion o7 the ne4 "trateg0 and 5e i'&le'ented 7ro' the to& do4n.

B0 having a !lear vi"ion there 4ill 5e a &ur&o"e and dire!tion 7or !ultural !hange? it "erve" a" a

"tandard 7or de7ining an organi$ation" !urrent !ulture and al"o in deter'ining 4hether &ro>e!ted

!hange" are !on"i"tent 4ith the !ore value" )Cu''ing" = Worle0 +21* &. **8-. Co'5ining the

!ulture o7 t4o organi$ation" !an 5ring a5out "o'e t0&e o7 re"i"tan!e 5ut 4hen e;e!uted

"u!!e""7ull0 it 4ill 5ring together the 5e"t a""et" o7 ea!h !o'&an0 involved in the 'erger.

Ho4 organi$ational !ulture i'&a!t" organi$ational e77e!tivene""

An e;a'&le o7 ho4 !ulture i'&a!t" the e77e!tivene"" o7 an organi$ation i" that e'&lo0ee"

adhere to a high level o7 organi$ational !ulture. A"&e!t" o7 the &er!eived !ulture in an o

organi$ation "u!h a" level o7 !o''uni!ation a'ong 'e'5er" the level o7 "u&&ort in regard 7or

ne4 innovation" and te!hnolog0 a" 4ell a" the a'ount o7 "u&&ort 50 u&&er level 'anage'ent all

have a &o"itive in7luen!e on the 'anner e'&lo0ee" 5ehave and intera!t 4ith ea!h other a" 4ell

a" ho4 the0 treat !on"u'er" and "u&&lier". I7 e'&lo0ee" e'ulate a 'anager that doe" not "hare

the "a'e value" and 5elie7" o7 other" 4ithin the organi$ation or that doe" not "hare a good 4ork

ethi! e'&lo0ee" 4ill not !o'&lete ta"k" and 7ail to 5e &rodu!tive. It 4ork" a" 4ell in the

o&&o"ite 'anner? 4hen e'&lo0ee" "ee a 'anager 4ho "u&&ort" a !o'&an0" 'i""ion it" goal"

and 5u"ine"" "trateg0 the organi$ational !ulture o7 the !o'&an0 4ill aide in &roviding a !lear

dire!tion 7or e'&lo0ee" to 7ollo4 and "trive to4ard". Ulti'atel0 the !ulture "u&&ort" de"ire


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CULTURE CHANGE AT IBM *

5u"ine"" "trategie" and the overall 'i""ion o7 an organi$ation and the !a&a!it0 o7 the !ulture i"

de&endent on >u"t ho4 inten"el0 e'&lo0ee" "hare the value" and 5a"i! a""u'&tion o7 the

!o'&an0.

Re7eren!e


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CULTURE CHANGE AT IBM 3

Cu''ing" T. G. = Worle0 C. G. )+21*-. Organization development and change)12 ed.-.

Ma"on #hio: Cengage Learning. Retrieved anuar0 + +213

Loraine J Jackson MAN5285-12 Individual Work-Week Eleven

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