- Understand the old culture : Managers cannot change their course until they know where they are.
- Encourage change in employees: Reinforce people in changing the old culture and those with new ideas.
- Follow outstanding units: Recognize outstanding units in the organization, and use them as a model for change.
- Don’t impose cultural change : Let employees be involved in finding their own new approaches to change and an improved culture will emerge.
- Lead with a vision: the vision provides a guiding principle
- Large scale change takes time : It may take three to five years for significant, organization wide cultural change to take effect.
- Live the new culture : Top management values, behaviors, and actions speak louder than words.
Since there is evidence that an organization’s culture is a key factor in its success, it is important for organization to have an appropriate culture for its context and type of operation. It is to be expected, therefore that managers should at times want to change the culture of the organization with the aim of producing a better performance. Culture change, in fact, becomes desirable for a number of reasons. If the company have grown very rapidly, the culture which was appropriate when it was smaller may no longer suit a larger organization. Takeovers, mergers or other forms of reorganization will also normally require adjustments to the culture, particularly where there are significant differences between the cultures of the organizations concerned. Technological changes in production add changes in the environment, such as increasing competition, will also have cultural implication. It is therefore supervising that ‘culture change’ has become a growth industry for management consultants.