PEOPLE IN ORGANIZATIONS

People in Organizations



Table of Contents

Reasons for Dysfunctional Culture of Ling Laboratories3

Introduction3

Rigid-traditional Culture3

Changes5

Autocratic Leadership5

Managing Across Cultures6

Lack of Innovation7

Developing a New Culture for Ling Laboratories7

Create an Atmosphere of Openness and Corporate Communication8

Acting As Objectively As Possible9

Be Sensitive To Subjective Interpretations and Emotional9

Encourage the Development of Alternative Perspectives9

Give Time to Assimilate the Change9

Motivation10

Re-engineering11

Comprehensive Approach12

Developing Leadership12

Collaboration, Coalition Tactics, and Apprising13

References14

People in Organizations

Reasons for Dysfunctional Culture of Ling Laboratories

Introduction

The culture of Ling Laboratories became dysfunctional because it was immensely based on the self values of the owner. The owner failed to understand that the organizational culture should respect the overall values of people. The country in which the company operated was quite different from the Chinese culture. As the values of Chinese cultural scenario were imposed on them, it produced a rigid environment. This rigid-traditional culture affected the companies negatively.

The Organizational culture is the set of values, beliefs and important understandings that members of an organization have in common. Culture provides definite forms of thought, feeling and reaction that guide decision-making and other activities of the participants in the organization. The apparently successful organizations have strong cultures that attract, retain and reward people for playing roles and meet goals. One of the most key roles of senior management is to shape the culture, personality, have a significant impact on the philosophy and management style. The philosophy of a person offers guidelines for behaviour. The style refers to how something is done.

Rigid-traditional Culture

Rigid traditional culture refers to a situation whereby there is resistance to change as a result of the following factors; 'parochial self interests' i.e. people resists organizational change due to fear of losing something they value. Thus, the senior management Ling Laboratories did not welcome the organizational change as they feared losing power, freedom, prestige, relationship as well as friendship. The fearful individuals at Ling Laboratories had their own parochial interests at heart and did not consider the interests of the organizations and its members.

The senior management at Ling Laboratories had low tolerance for change implying that they resisted change in order to save their faces i.e. reputation. They assumed that making the necessary changes would be an open admission that they have failed. Misunderstanding, as well as lack of trust among the management team at Ling Laboratories, was a factor, which contributed to change resistance. The management refused to communicate the employees the need for change. The individuals thus did not fully understand the basis for change as a result of lack of trust between them and the change initiators. The resistance to change implied that the products, Ling Laboratories produced failed to respond in accordance with the changing demands in the market as the accounting, as well as the marketing procedures did not adjust with the innovations. In short, the Ling Laboratories lagged behind the technology as a result of resistance to change by the senior management and this led to its collapse as its products were no longer competitive.

It is vital for those responsible for management and administrative processes ...