Human Resource

[Name of the Institute]Human Resource

Introduction

The study reflects that organizational change is not only determined by macro-level variables, but individual variables or micro also plays a vital role in its success. However, the study includes certain methodological limitations such as casual conclusions derived from the cross-sectional plan of the study, single; self-report questionnaire and analyses from specific rather than generalized organizations (Searle et al, 2003). Therefore, the individual intensity factors also take part in making the organization a great success.

Moreover, the author also highlights the actual questions which are how positive change sentiments can be created throughout the article. However, although the authors have elaborated on the interplay of vision transparency, and execution of change in the organization, they have overlooked the time duration factor of such change. It is possible that when the change process spreads over a longer duration, employees who started out positively may get weary of the slow process; also organizational change has merely been treated as radical change and the dynamics of transitional or everyday change has been omitted. The authors also did not give a clear idea as to how vision clarity plays a less important role in the employees understanding of the role and organisational commitment. It also did not clearly establish the correlation between the three components of execution, vision and appropriateness (Carnall, 2007).

Discussion

The culture of the Organizational encompasses the approaches, understandings, beliefs, along with the values of the corporation. This is acquired with the help of social learning, which controls the approach an individual interacts in the business with one another. However, on the other hand, this also focuses as to how groups and individual, which are part of the organization, interact in parties and outside the firm. An average typology denotes to common, networked, acquisitive, and split cultures. However, there are numerous typologies, which also exist and are applicable in many organizations.

On the other hand, the necessary concept to understand is that corporate culture is founded with the help of sundry factors. All these factors mainly find expressions encompassing in an organizational structure. The fabricating of the structure itself is an essential mechanism for culture bearing (James et al, 1990).

Mainly the corporation delineates ten (10) components, which together, plays a major impact on the organizational culture. Significantly, recognizing discernible rudiments of culture permits organizations to define features, which can be achieved to help apply and withstand constructive change in an organization. Nevertheless, since there are chances that none of the ten (10) components outlines the culture of organization on its own. Similarly, it is also notable that none on the components can individually sustain and support the desired improvements in the organizational culture (Debowski, 2006).

Organizational Culture Knowledge

Furthermore employees and human resource management activities are carried out by all those in a management role in an organisation.

Knowledge of organizational culture is a set of processes for transferring intellectual capital to value while defined knowledge management as the management of a corporation's culture knowledge through a systematic process for acquiring, ...