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Running head: CULTURE CHANGE AT IBM 1

Individual Work Week Eleven
Culture Change at IBM
Loraine J Jackson
Organizational Development and Change - 1 (5285)
Dr. Sandra Merriman
January 2, 2016

201. 2015. systems. Norms are also assumed by the observation of other employees and the manner they behave and interrelate with each other and consumers. décor. p.CULTURE CHANGE AT IBM 2 Culture Change at IBM How important are cultural principles when shaping behavior during organizational growth? The principles that were ingrained in the culture since its formation in 1914 have made the IBM Corporation one of the best managed companies in the world. Values can be found deeper within an organization and tell employees what is important in the organization and what exactly requires attention. pg. layout. and the basic assumptions. and the pursuit of excellence” (Cummings & Worley. and design (Cummings & Worley. and also includes the design features such as structures. 556). Culture in an organization. The components of culture include artifacts. and how they act in a given situation. Norms and values determine the level of and rules of behavior for employees within an organization. . the language. with the values being “respect for the individual. and is conjunction with an effective business strategy is indicative of the success of that particular organization. In addition. The last component. which involves determining whether or not the existing culture corresponds with the current business strategy. processes. In shaping the organizational culture. clothing. from the smallest to the giants in the industry such as IBM has a significant bearing on employee attitudes and behavior in addition to employee beliefs and actions. 561). An organization that has an organizational culture that is well-conceived and managed well. These cultural values and principles are a basis for how management feels that employees and others within IBM should behave in regard to customers as well as providing the excellent products and service that IBM has been known for over a century of their existence. and the physical aspect of the company itself. it must first be diagnosed. there are norms and values. Artifacts include the behaviors. the best customer service. the norms and values. This would be areas such as office space. which are the visible symbols in reference to the deeper level of culture.

According to Cummings. the deepest levels of cultural awareness are the taken-for-granted assumptions about how organizational problems should be solved (Cummings & Worley. How can culture be used to facilitate merger and acquisition integration processes? Employees can be exposed to various forms of culture when they are involved in any type of acquisition or a merger. and the companies are very similar. attitudes and beliefs. There may be elevated levels of interaction. Of course. there may be cultural or emotional conflicts occurring when individuals from each company make an attempt to continue on with business as usual by trying to uphold and maintain the values. they have associated with their own organization. and basically. employees will have exposure to the methods of completing everyday tasks that one culture feels is fine as it is the method they have done business over the years. These assumptions to all individuals within an organization how to observe. In attempting to ease the process of a merger or acquisition. 2015). and the cultures could have great differences. there will be a higher level of interaction and change.CULTURE CHANGE AT IBM 3 are the deep assumptions of culture. Culture is a huge aspect in the manner individuals involved in a . there is a certain level of interaction and change that employees will experience. and this is dependent on the type of merger and the type of organization. What is comes down to is that culture will indicate the level of problem solving as well as teaching new patterns of behavior for those within and new individuals coming into the company. feel about things that occur in an organization. Therefore. For example. if one electronics firm merges with another. think. These actions are necessary to simplify and better enable cultural integration between the two companies. but not normal for the other organization who may do things very differently. For example. cultural differences should first be considered and any interventions that are necessary for the two organizations.

the culture supports desire . and business strategy. cultural change must be started by creating a concise vision of the new strategy and be implemented from the top down. How organizational culture impacts organizational effectiveness An example of how culture impacts the effectiveness of an organization is that employees adhere to a high level of organizational culture. In addition. such as. it serves as a standard for defining an organization’s current culture and also in determining whether projected changes are consistent with the core values (Cummings & Worley. or that does not share a good work ethic. as well as the amount of support by upper level management all have a positive influence on the manner employees behave and interact with each other as well as how they treat consumers and suppliers. 559). it will bring together the best assets of each company involved in the merger. the level of support in regard for new innovations and technology. when employees see a manager who supports a company’s mission.CULTURE CHANGE AT IBM 4 merger or acquisition a company responds to new the structure of their work environment. Combining the culture of two organizations can bring about some type of resistance. If employees emulate a manager that does not share the same values and beliefs of others within the organization. 2015. Ultimately. level of communication among members. employees will not complete tasks and fail to be productive. to opposition of expected attitudes and behaviors and even behavior that can leave work activities undone and employees unproductive. its goals. These facets can range from the familiarization and dedication to the new expectancies. Aspects of the perceived culture in an o organization. By having a clear vision. there will be a purpose and direction for cultural change. the organizational culture of the company will aide in providing a clear direction for employees to follow and strive towards. but when executed successfully. It works as well in the opposite manner. p. Culture from each organization can be combined in order to bring the best attitudes and beliefs to merging companies.

CULTURE CHANGE AT IBM 5 business strategies and the overall mission of an organization. Reference . and the capacity of the culture is dependent on just how intensely employees share the values and basic assumption of the company.

Organization development and change (10 ed.). G.. Retrieved January 2. G. T. & Worley. C. (2015). Mason Ohio: Cengage Learning. 2016 6 .CULTURE CHANGE AT IBM Cummings.