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trong>Cultural change process 文化变迁的过程

Cultural change in CTL can differ in terms of scale. There can be small scale changes usually referred as incremental changes or large scale changes referred as radical changes. Sathe (1985a, b) suggested that distinction of cultural change can also be made on the basis of nature e.g. behavioral change and cognitive change. As per Dyer's (1985) model organizational cultural change is the conjugate of perception of crisis and leadership change.
Leaders' abilities and their current practices can be brought into question during the time when a crisis cannot be handled by traditional ways. To change the culture at CTL, old beliefs and structures must first be altered. This may include altering dominant leaders, reward policies, and all supportive beliefs.
Bringing new leaders at CTL may help in finding alternative artifacts, values and assumptions but it may also cause conflict between followers of old and supporters of new cultures. If new culture is imposed in CTL than the followers of the previous culture will have to either quit, fired or demoted to less influential positions. The resentments and conflicts that may cause among CTL employees, due to new practices, must be handled by the new leadership. Dyer suggests that this can be done when two conditions are fulfilled, firstly the ongoing crisis of high attrition and slow growth of CTL are resolved and secondly the leader is credited for resolving the crisis. This will enhance the prospects that the new leader's team will accept the changes and will start following the new culture.
In order to maintain new culture in CTL, new leader has to keep everyone aware of his/her. George Orwell (1984, p.32) says 'who controls the past controls the future, [and] who controls the present controls the past'.
Selection of a new leader during crisis is the key decision in this model of cultural change. The new leader who joins CTL will have unique opportunities to transform the organization's culture by bringing new artifacts, perspectives, values and assumptions. (Dyer, 1985:223)

Conclusion 结论

The levels of organizational culture as explained by Schein helped to identify the factors affecting CTL's culture. These are artifacts, espoused values and basic assumptions. The unconventional implementation of these factors is the key reason behind high attrition and in turn low growth rate of CTL. Proper implementation of these factors is the responsibility of the leadership and management of CTL. Leadership's negligence towards organizational culture imposes serious threat on employee satisfaction and in turn company's growth. The analysis of this situation demonstrates the stress experienced by the employees which motivated them to quit. It also suggests the steps that a leader must take in developing healthy culture. The views of a leader for cultural change may create problems for the new leader but the model recommended in this analysis will help rectify such issues.