CONCLUSIONS
The change of an organization is forced by a variety of external and internal factors and frequently the organizational culture is one of the areas that should be adapted to these pressures. The present study shows that organizational culture includes such aspects as values, behaviours, attitudes, beliefs and so forth that are frequently subjected to change to fit the new requirements. After studying the relevant literature on organizational culture, it was found out that there are different types of an organizational culture, for example, it can be as a hierarchy, market or clan, thus a manager should evaluate and analyse the characteristics of these cultures if he/she wants to implement radical changes. Changing people’s thinking, values or attitude is very difficult and challenging task that can also lead to failure, but many economists believe that it is possible to manage the change by implementing different strategies, for example, by applying Lewin’s 3 stage or Kotter 8 step approaches. Lewin’s approach is designed to encourage the employees, involve them in the planning process and it focuses on openness in communication, promotion of cultural collaboration and continuous learning.
Every change is associated with the risk that employees might resist to change. Nevertheless, there are several approaches developed that might help an organization to deal with this resistance to change. A company should create a strong vision, convince employees that change is necessary, communicate and provide information in order to secure and encourage employees. If a manager will follow these steps and take into account psychological aspects, the change will be more successful. Two worldwide popular and successful companies IBM and World Bank changed their organizational culture and learning from their example, it can be admitted that it is important to divide the responsibility of the decision making, as well as involve employees in the decision making process. …
