1) I want you to answer for the questions below

Organizational culture is a system of shared values, norms, and assumptions, that guide members attitudes and behaviors. The culture is reflected in how work gest done and employee interactions. Cultures can be formal or informal practices. The physical manifestation of the culture including open offices, awards, ceremonies, and formal list of values is knowns as artifacts. The preferred values and norms explicitly stated by the organization is known as espoused values and norms. Values and norms that employees exhibit based on their observations of what actually goes on in the organization is knowns as enacted values and norms. Those organizations that have become so taken for granted over time that they become the core of the company’s culture is known as assumptions. One of the most important sources of employee motivation is the organization’s culture.

1. Based on the readings, is culture important? Explain
2. List and discuss the 4 cultures of conflict and cultures of inclusion.
3. Discuss a challenge in building and maintaining a culture with virtual employees.
4. List and discuss the types of innovation and culture.
5. How does a leadership change the organization culture? In your opinion, what is the most difficult aspect to change. Why?

Change is constant and resistance to change is inevitable. People change and organizations change. These changes may be driven the economics, personnel, technology, competition, and other sources. Change is inevitable and is needed in order to remain productive. Changes may be small or large but are necessary for organizations to evolve.

1. List and discuss the forces of change. How do these changes impact the organization?
2. Discuss the Lewin Process Model and the Continuous Change Model Process.

1. List and discuss organizational sources of resistance.
2. List and discuss the individual sources of resistance.
3. Select one of the videos below. Identify the type of change that occurred? Did leadership approach the change in a manner in which affected to the organizational culture? Explain. Were there effects of restructuring on performance? Explain. Was there resistance to change? Explain. In your summary, indicate which video your write-up reflects, #1 or #2.

https://www.youtube.com/watch?v=wLYC0UxHq5E

https://www.youtube.com/watch?v=Z52WoLwau7k

2) I need one response for each statement below:

1- Changing an organization’s culture is a very difficult thing. One aspect of a leader changing a culture’s organization is through managing its symbols. It is said that managers interested in changing any aspect of a culture should substitute stories and myths that support old ones. By doing this they are creating new symbols of achievement that potentially outline an organization’s culture. In my opinion the most difficult aspect of change is continuing the change and not reverting back to the old culture. As human beings we have a tendency to revert back to what we are used to doing without knowing. Therefore I believe continuing the new culture is the most difficult thing.

2- In a virtual organization it is difficult to establish a proper challenge when creating and maintaining a problem. In a virtual business you don’t truly build real relationships with individuals because you lack the interpersonal connection as you would establish in person. Also it would be difficult to create a culture when you cannot meet with someone face to face. Therefore you cannot monitor someone’s work efficiency correctly. Also it would be more difficult to establish rules that people can follow because you cannot see how properly someone is working.

3-

• A radical innovation (sometimes called disruptive innovation) is a major breakthrough that changes or creates whole industries. Examples include steam engines, and the internal combustion engine which paved the way for today’s automobile industry.
• Systems innovation creates a new functionality by assembling parts in new ways. For example, the gasoline engine began as a radical innovation and became a systems innovation when it was combined with bicycle and carriage technology to create automobiles.
• Incremental innovation continues the technical improvement and extends the applications of radical and systems innovations.

4- Kurt Lewin developed a change model involving three steps: unfreezing, changing and refreezing. The model represents a very simple and practical model for understanding the change process. For Lewin, the process of change entails creating the perception that a change is needed, then moving toward the new, desired level of behavior and finally, solidifying that new behavior as the norm. This Model of Change views the entire process of change from the top management perspective and considers change to be a continuous process. The Continuous Change process model is a more complex and a refined model than the Kurt Lewin’s Model of Change.