Friday, May 15, 2020

Organizational Culture And The Passive Resistance - 986 Words

Price WaterhouseCoopers was challenged with the need to be more flexible in an effort to become better organized to deliver new values that could distinguish them from its competitors. Much of the challenge involved the organizational culture and the passive resistance from some of the executives. A strategy needed to be implemented in an effort to make a difference in PwC and to ensure sustainability and increase corporate social responsibility. They recognized the importance of having the community share the same values and vision of the organization. In line with Satterlee (2013), vision is best accepted and promoted by leaders who can help followers understand why they need to do what they need to do, using an effective leadership style. Leaders have to be able to motivate, inspire, and exhibit genuine concern for their employees and the community in order to build trust in an effort to reach the envisioned goals and to exercise the values. Furthermore, vision casting is not only what leaders see for the future; but how invested followers are in that vision. This type of vision pushes organizations toward goals, and often involves innovation and change (Satterlee, 2013, p. 103). According to Jick and Peiperl (2011), James Shaw, Amy Middleburg, and Fabio Sgaragli were known are the â€Å"Fire Starters† which shared the same vision of reaching the sustainability goal of the organization. Each of them had distinct strengths which were critical assets that lead to theShow MoreRelatedRoles of Managers and Individuals1274 Words   |  6 Pagesperforming their duties. Change can come in the form of a systems, procedures, policies, or structures. The important focus in organizational change is in the behaviors and results-based production of its employees. Value is delivered to the organization when individual employees take ownership and initiative to engage themselves in the change process. 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