Question 2

culture is a group of individuals who identify with each other based on things like nationality ethnicity city
neighborhood organization team beliefs and passion cultures emerge through the shared experience of
members and cant be dictated from above.

a strong culture is a set of habits, traditions and norms that greatly influences the behavior of members.

a weak culture that is individualistic whereby norms symbols and tradition have impact on behavior.

A strong organizational culture works like a strong social glue, which bonds members of an organization
together through shared goals. This builds loyalty and commitment among the group and makes them
less likely to leave their tight knit organization.

Although organizations with strong cultures experience less turnover, it doesn't mean that a strong
culture is better than a weak culture in every instance. A strong culture is difficult to change in an
organization and can stifle innovation, because members of the organization are used to doing their jobs
exactly the same way.

Weak cultures can be advantageous for organizations that benefit from independent thought and
innovation by their members. In an unstable environment, organizations with weak cultures often
function better than organizations with strong cultures, because they are much more adaptable to
change. In order for an organization to succeed, the culture of that organization must fit the environment
in which it operates.

The differences between weak and strong organizational culture:

A key consequence of weak culture is that there is greater need for procedures, policies and bureaucracy
in order to get things done in the desired way, with in turn can add substantially to organisational costs.

A key benefit of a strong culture is that there is less need for detailed policies and procedures because the
"way things are done around here" is well understood and accepted.

Some research by Sorenson (2002) looked into the relationship between the strength of culture and
business performance. The research found that strong cultures were best able to deliver a successful
strategy in fairly stable operating conditions.
Question 3

Question 4

By default, any change is hard to adapt; especially for a group of people.

If an organization's culture promotes open and collective decision making, people would know
beforehand about a change that's coming. They would know the reasons and understand the importance
behind it. Some level of resistance is almost unavoidable. In some creative way, if you can make the people
itself responsible and let them drive the change that would be wonderful. For that, they need to be
convinced genuinely that the change will benefit them and the overall organization.

The root cause of any resistance to change is uncertainty. To a greater extent, proper training to cope
with the changes help in eradicating this concern. Few other things that can be done are:

Decide how you are going to analyse the success of the change - the definite parameters and their values.
You will have to do that on certain assumptions. But make sure once the implementation starts, you
monitor for those assumptions closely. The incurred cost and ROI must be justifiable. Not every benefit is
easily quantifiable, but organization management should be able to help with measurement and analysis.

Explain the benefits of the change to everyone involved. Clear and effective communication would be a
key here. Identify all the stakeholders and categorize the type of communication that's effective for each.

Training, as mentioned above is the most important technique to achieve a successful change
implementation. Invest in your people's skill up gradation, if necessary. Educate them well not only for
the change, but beyond (carrying it further and improving on it).

Convincing 100% stakeholders is hard. You will eventually have to talk to those rigid individuals, no matter
what. But don't avoid or ignore it. Sometimes the genuineness of a problem will surprise you.

Depending on your organization, some level of customization is always the best. No process or tool can
be perfect for all. Keep your mind open towards making little changes to the overall big change. Iterate
until it looks satisfactory.

What methods you apply to introduce, execute and monitor the change depends largely on the type of
your organizational culture. Although there is no standard formula for categorizing the cultures, the
methodology offered by Robert A Cooke seems to be the simplest one. The three parameters it tries to
categorize an organization on are:

 Constructiveness
 Passiveness and
 Aggressiveness

The first type of organization would probably end-up having less trouble with the change. That although
doesn't certify for not planning and monitoring; just that resistance from people would be low.