Introduction 1.0 introduction: culture, as eldridge and crombie 1974, cited in burnes, 1996, p.112 stated, refers 'to the unique configuration of norms, values, beliefs, ways of behaving and so on, that characterize the manner in which groups and individuals combine to get things done'. Every organization has its own unique culture even though they may not have tried to change, manage or manipulate it. Based on the values of the top management or core people who build and/or direct that organization.

Over time individuals particularly the organization's leaders attempt to change, manage or manipulate the culture of their organizations to fit their own preferences or changing marketplace conditions.then this culture influences the decision making processes, it affects styles of management and what everyone determines as success. When an organization is created, it becomes its own world and its culture becomes the foundation on which the organization will exist in the world. In the past decade, more and more companies have attempted to make significant changes in the way that they manage their businesses.

In a world where rapid change has become the norm, a variety of forces have driven organizations to undertake task of changing their culture heifetz amp hagberg, 2003. 1.1 definition of organizational culture: there is no single definition for organizational culture. A variety of perspectives ranging from disciplines such as anthropology and sociology. Some of the definitions are listed below: organizational culture is a series of understandings about action that is organized, and find expression in language whose nuances are special to the group becker and geer 1960, cited in michelson, 1996, p.16 .

Root metaphor: if peoples believe that culture is a root metaphor, they believe that there is no instant means about changing a culture which will be developed and which is passed on from generation to generation of the workforce. Cultural change will happen only through the hundreds of forces acting between all the actors, but slowly. If peoples believes that culture is an external and independent variable, they believe that there is little one can do to change a culture in the face of external social behaviours, values and beliefs that employees bring into the work place. Internal variable: if peoples believe that culture is an internal variable, they believe that the culture can be directed and changed. However some focus on the more visible symbols and artifacts, many on people's behavioral patterns, and others on people's underlying behavior norms, values, and beliefs. 2.2 how to change culture: there are many 'solutions' to changing culture, some prescriptive directive others more philosophical enabling cooper,1998.

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The need for a change in culture is invariably precipitated by some significant, even critical, external environmental change. Culture change through the actions and behavior of leaders rather than a process they prescribe a set of actions to create an environment. Peters and austin 1985,cited in cooper,1998 equates business and leadership with show business and thus the need to create the right atmosphere. So they advocate shaping values, symbolizing attention even to the point of saying it is the opposite of 'professional management' . Organisational culture is primarily a set of values and beliefs that articulated by leaders to guide the organisation, translated by managers and employees into appropriate behaviours and reinforced through rewards and sanctions. 'scientific rationalist' peoples thus tend to talk about culture as if it is a definable thing the culture of the organisation the organisation has a service culture and their strategies for change focus on 'modular, design and build activity' often related to structures, procedures and rewards. In part, an organization's culture is also created and cahnged by the organization's leadership.

Leaders at the executive level are the principle source for the generation and re infusion of an organization's ideology. What constitutes organisational culture and its perceived role in organisational are argued, resting on perceptions of culture either as a historically based, change resistant, deep social system which underpins all organisational strategy and action, or as just one aspect of the total organisational system, manipulable though surface structures such as rewards. The model adopted will determine which of the key points of leverage are deemed most likely to achieve the desired outcome of cultural maintenance or change. The perspective adopted will determine the focus of cultural change, development or maintenance activities.

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There are no definitive answers to questions about whether culture can be changed, managed and manipulated or not. The view of yours based on your knowledge, experience about organizational culture. Although there are no definitive answer to question, you can conclude a answer which fit your view through analyzing of this paper. Denise danford strategic review committee head november 29, 2005 re: implementing changes to increase success dear ms.

Danford, upon reviewing your case, it is evident that, while a very successful company, many changes must occur in order to continue macho’s success into the future. Additionally, it appears that there is a focus on cost reduction which is hampering innovation and, at times, the quality of products produced. Finally, there have been increased demands made by senior management to step up production levels and to manufacture multiple products simultaneously however, these requests have not been accompanied with increases in available resources. As a result of these issues, macho must change their culture, focus on being innovative while remaining efficient and must update the skills that their workforces possess. It is also important that employees’ performance is more appropriately measured, thus i have outlined a solution to better measure performance so that progress toward greater success can be made visible and demonstrated on an ongoing basis.

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Please refer to appendix i for an overview of the solutions and the underlying issues. Culture change the culture that is currently embedded in macho is one which inhibits communication, both vertically between head office, managers and subordinates and horizontally amongst peers. The lack of communication brings rise to a scarcity of resources which should not exist. According to one manager, there is not a universal strategy for new products macho, 1998 and as a result, new projects are introduced without concern regarding their impacts on existing projects. It is vital to the success of the organization that they produce superior products, however, without realizing the multitude of projects each unit has, and their ability to handle them, management is inadvertently encouraging the manufacturing of mediocre products. As one manager stated, there is a need to stand back and look at what we have on our plate and determine what we really want to get done, … rather than try to do a hundred things on an inferior level macho, 1998. Through the lack of communication and the resulting resource shortages, three areas of the organizational culture are currently impeding innovation and growth.

The informal communication networks, top down management style and the unwillingness of employees to discuss problems are hindering the ability of macho to sustain their market position. Since macho provides lifelong employment for much of springton, it is reasonable that many informal lines of communication have developed. These relationships have constructed an environment in which the goals of the production, engineering and manufacturing departments are not necessarily aligned with managements’. Instead of going through formal means of communications to speed up a process, employees rely on day to day deal making and negotiating macho, 1998 to fulfill their requests. These unofficial concessions often affect several facets of the organization as time and resources are not being used efficiently or effectively. In order to counter this problem, it is necessary to alter available communication lines and develop more accurate methods of compensating individuals so their goals become aligned with those of the organization. The organizational structure of macho allows for a top down control system in which senior managers determine production levels and product lines to be developed.