Abstract
This paper theoretically proves that the organizational culture is a key factor for a successful implementation of organizational changes. Looking at the dynamic environment in which today's business organizations exist, it is clear that organizational changes have become a necessity needed for their survival. It does not matter whether it is a minor improvement of the peripheral segment of the organization or its complete transformation – what is inevitable is the change of the human factor. Since man is by nature an inert being, likes security, routines and certainty, it tends to oppose any changes, especially when it comes to radical changes in which his participation is minimal, if any. In such a situation, in order to reduce the human resistance to changes to a minimum, and achieve the willingness of employees to change, it is necessary to influence their attitudes, mindset and behavior. The organizational culture plays a key role in this process. The organizational culture through its values, beliefs, customs and norms shapes the behavior and attitudes of people within an organization, influences the readiness to change, as well as its later successful implementation. The paper concludes that the manager, prior to the implementation of organizational changes, should carry out a cultural analysis and then institutionalize those organizational values that encourage the construction of a positive attitude toward organizational change, as well as the building of organizational commitment and the trust in the management.
Highlights
Svako poduzeće, odnosno poslovna organizacija, bez obzira na veličinu svojih prihoda, uloženog kapitala i broja zaposlenih, pripada nekom većem sustavu koji ga okružuje
This paper theoretically proves that the organizational culture is a key factor for a successful implementation of organizational changes
Looking at the dynamic environment in which today's business organizations exist, it is clear that organizational changes have become a necessity needed for their survival
Summary
Organizacijska promjena se kao pojam najjednostavnije može definirati polazeći od činjenice da je rezultat svake promjene razlika koja tijekom vremena nastaje u jednoj ili više dimenzija subjekta. Stoga bi definicija organizacijske promjene glasila da je to "razlika u stanju organizacije između dva sukcesivna vremenska perioda, dok je proces organizacijskih promjena proces u kojemu ta razlika nastaje" S obzirom na to da su navedeni resursi ograničeni, u svrhu njihova što kvalitetnijeg iskorištavanja od važnosti je odrediti čimbenike koji promjenu uzrokuju, cilj promjene i dio organizacije koji je potrebno mijenjati. Organizacijske promjene i upravljanje njima ne bi imalo važnosti kada bi okolina u kojoj organizacije posluju bila stabilna. 23) navode kako postoje tri organizacijska nivoa ili sloja nad kojima se može provoditi proces promjene: operativni, strateški i dio koji čini identitet. Onoga trena kada organizacija definira uzrok promjene, njezin cilj i dio organizacije koji je potrebno mijenjati, može se reći da je definirala vrstu organizacijske promjene kojom treba upravljati
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