In a public lecture in Asharqia Chamber.
presenting
12 important step for the creation and management of cultural change in
organizations.
The
Chief Executive Officer of Human Resources, Jawi Saud bin Abdul Aziz Al Shammari,
stressed the importance of making the cultural change in the organizations to
ensure the effectiveness and good performance of the individuals in it,
specifying 12 steps that represent a road map for the desired change.
This
was stated in a public lecture held yesterday (Sunday, April 16, 2017) in Asharqia Chamber under the title of "Management of Cultural Change in
Organizations", as he stressed the
existence of more than 250 definitions of the culture of the organization,
except that it is known as " a set of : norms, values, and
beliefs, acquired and shared by members of the Organization over time, which
direct their behavior and create their expectations, which make the
organization different from other organizations.
He
explained that under this definition, the culture of the organization affects
the level of participation and productivity of employees, the relationship with
suppliers and contractors, the mental image of the organization in society,
customer service, the ability of the organization to attract talent, the
ability of the organization to cope with the leadership of change, adding
that many mergers and acquisitions between organizations have failed due to
inconsistencies in culture.
Al
Shammari reviewed some of the values approved by a number of large
institutions and companies in the Kingdom, including Saudi Aramco, Saudi
Electricity Company, Saudi Basic Industries Corporation (SABIC), Al Marai and
Saudi Telecom. He concluded that the ideal culture is what is compatible with
the organization ability to achieve its vision.
He
pointed to the existence of common factors for health culture, identified by
one of the researchers after the study of 900 organizations lasted 25 years in
four qualities (visibility, mission and strategic goals of the members of the organization, and
(internal stability) through the existence of regulations and performance
management programs, values and behaviors agreed and
(adaptation) is the flexibility of the organization to accept new ideas and
change, and finally (collective work) of a cohesive team and attention to the
human element.
He
stressed that the strength or weakness of the culture in the organization
depends on the degree of consensus and cohesion and cohesion within the
organization. The strong culture is characterized by a high agreement between
the workers about the values and behaviors expected, as the strength of
culture grows over time when there are no major changes, especially in the
leadership, while weak
culture is characterized by the existence of many sub cultures different and
away from the core values of the organization.
The
factors influencing the culture of the organization include several factors,
the most prominent of which is the leadership style. Is the method of guidance
and control, participatory and empowering, and (accountability, assessment and
reward policies) defined and based on measurement, and (policies of recruitment,
promotion and appointment).
The
first step is the knowledge and conviction that the journey of cultural change
is a long journey and will face many challenges. Change begins with a change in
leadership behavior. The second step is to gain the support and commitment of
members of the leadership, and discussing this face to face between the head and
each member of the senior management to ensure his conviction and commitment,
and agree to start the journey of cultural change in a meeting of all members
of the upper management.
The
third step is to form a cultural change team by identifying the team leader
with enthusiasm, positive, staff acceptance and communication skills, in
coordination with sector heads to nominate team members, and hiring specialists
/ consultants, followed by "Step 4" which is Identifying
the current situation and desired situation, a questionnaire to survey staff
views on the organization current and desirable culture, and holding workshops
to discuss the results of the questionnaire to have the views of the employees.
The
"fifth step" stressed the need to agree on the values of the
organization. The team presents the results of the workshops to the upper management
and determines the desired values, which the majority of the employees agreed
upon. The upper management selects 4 to 6 values from those chosen by the employees
as the values of the organization, the "Step 6" determines the behaviors that fall under each
of these values, through new workshops conducted by the working group to
identify 3 to 5 behaviors for each of the values agreed upon, and then the
team Labor
introduced the suggested behaviors for
each value for adopting.
Next,
"Step Seven" ( Spreading the values and behaviors in the
organization community) using the available tools at the organization to inform
employees about the values and behaviors they have identified. The training
department should conduct short, behavior focused training courses, The
work team will hold workshops for each sector in the organization to select
five behaviors that will be a priority for the sector in the coming period. The
behaviors chosen by the sector will be included in a performance evaluating of
the members of
the sector (competencies part), and informing all employees on the behaviors
that will be evaluated due to.
After that the "ninth step" employees performance evaluation about the
selected behaviors, in the context of the process of evaluating the performance
of employees in the organization, as the
heads identify behaviors that need improvement where each employee is given the
required training doses of in specific
behaviors, the next step is to announce the competition to select the most distinguished
employees in achieving the values and behaviors of the organization, and to
be celebrated and appreciated by the head
in front of the employees and talking about their experience that qualified them to choose.
Al
Shammari concluded in step 11 to say that the need to modernize human resources
policies, employment standards, and criteria for enhancement and recruitment, and the upper management
members in the "Step 12" have to hold meetings with the employees,
where each upper management member holds regular meetings with the employees to
stress the values and behaviors
expected from everyone.
At
the end of the lecture the lecturer was honored by Asharqia Chamber board
member Naif Al Qahtani.
