Your corporate culture has a significant impact on whether or not your company accomplishes its most significant goals. You may need to tweak the culture, or you may need a complete culture overhaul. Although changing your organizational culture can feel like a daunting task, it will likely result in increased growth and revenue.
Organizational cultures form over years of interaction among participants in an organization, department, or team. Usually, a significant event must take place for people to consider making a culture change.
You anticipate a great deal of resistance to change from the employees of Pegasus, especially if there are layoffs involved. You and the HRD group must first identify the emotional factors of change and then present a plan to address these issues to the company in a meeting. You must consider the overall culture of the organization as well as all the subcultures.
Research how people and organizations react to change, both positive and negative. If possible, interview coworkers, family, and friends who have experienced substantial change in their lives. Review articles and books on how organizations have successfully moved through changes, and study those that have failed to make changes to succeed. Develop a set of recommendations that will minimize the negative reactions from individuals and the organization to the change being planned for Pegasus. Be sure to cite your sources using APA guidelines.
Prepare a presentation for Pegasus’ senior management team, focusing on anticipated employee reactions to organizational change (including the possibility of layoffs), and complete the following:
- Present your findings from your research and surveys on how people react to change.
- Propose an action plan to address these reactions.
- Discuss the financial impact of emotional reactions to change so your audience “buys in” to any proposed investments of time or money.