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Endothon Culture Case Study

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In this scenario, Endothon has acquired Techfite and I am the organizational consultant. My goal is to align Techfite’s culture to more closely with Endothon’s culture. I will begin by classifying the culture of each organization. I will also recommend a change model and a type of organizational structure to best fit the scenario. I will discuss a reason of resistance to the change and how to overcome that resistance. I am going to start by classify each organization’s culture and the expected outcomes based on that culture. Endothon is a Market compete culture. Market compete culture is customer focused, valuing productivity and enhancing competition. As stated in the scenario this organization is customer focused. Also, Endothon values …show more content…

Clan collaborate values cohesion, communication, participation, empowerment, and flexibility. In the scenario, the Techfite organization is employee focused and values empowerment. Techfite also values flexibility. The expected outcomes for clan culture are: weak objective growth and profit, and great job satisfaction and commitment (Kinicki, Fugate). I chose to apply Lewin’s Model of change to this scenario, which includes unfreezing, changing, and refreezing. This model places a great deal of focus on reducing resistance to change by referring to two: driving forces and restraining forces. Driving forces are reasons people are motivated to change. Restraining forces represent reasons people are hesitant to change. Unfreezing is creating the motivation to change. For this scenario, I would be sure to communicate the change with Techfite employees, by letting them know the steps of the change process, when it is expected to happen, and why it is happening. Employees are more accepting of change if they know what is going on. Also, I would encourage the organization to provide training for Techfite employees to apply the change. For example, a training to help the understanding of the culture type and how be successful

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Market culture is more inclined to have an outcome of higher subjective innovation but lower organizational commitment. B. Since Techfite and Endothon have such different cultures, I believe that the organizational development model of change would be the best way to align their cultures. The most important reason for choosing this model was because of employee empowerment. A great amount of the organizational development model is giving employees a say in what goes on in the company.

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Culture is the set of behaviors and principles that demonstrates how leaders and employees respond when no one is looking. Additionally, the company culture encourages employee empowerment and engagement in corporate decision making. TechFite culture is widely known for its workplace collaboration and leadership development. The company also prides itself on being actively involved in the communities and as part of its launch into the United States, TechFite realizes that corporate actions must be consistent with company culture to gain

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Endothon and Techfite are organizations with conflicting cultural values. Endothon is a Market Compete culture. In a Market Compete culture, the organization’s focus is on external factors. Their priority are their customers, delivering results and being profitable (The Impact of Organizational Culture Types on Outcome, 2016). The example which supports Edothon being a Market Compete culture is the value they place on results and productivity.

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More importantly, for organizational cultural changes to be embraced college-wide the effort must begin at the top. I honestly believe that in order for faculty and staff to become engaged in the process, the president needs to be leading the charge. The president and upper administration are the change agents; they are the coaches and the communicators to help employees understand that they are in charge of the culture rather than a victim of the

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Hence, leaders need to be prepared and manage readiness to the alteration by making an environment of honesty and transparency for their team as a successful implementation of the change is unlikely. Employees must be part of the change hence, they must to be told about the requirement of the change and be given a reward to motivate to embrace the change. If change be accepted by all recipients it can be implemented quickly and effectively. The leaders’ attitudes and behaviors have both positive and negative alterations on the change success. Therefore, leaders of organizations need to try and develop a more framing and shaping behavior, adding skills on themselves to change and motivate the subordinates towards the embracing the change.

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