Potentially overshadowing the harmony and team work

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Potentially, overshadowing the harmony and team work nature they are perceived to possess (where is the conflicting taken place) (Hall, 1995). Consequently, it is important to consider that this is a broad summation of the behavior presented, and acknowledge the likelihood of the company portraying heterogeneity characteristics (Minkov & Hofstede, 2011). Therefore, it is incorrect to title culture as the primary element contributing to team work failures. Subsequently, this model distinctively focuses on behavior traits and excludes the overall organizational culture, this prompts the adoption of the Cultural Web (Johnson et al, 2017).
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The Cultural Web is a useful tool encompassing elements, which form the paradigm of the company (Cacciattolo, 2014; Senior & Swailes, 2016; Johnson et al, 2017). With reference to the routines and rituals dimension, both companies embedded frequent meeting and interactions with management, within their corporate culture (appendix 4). This consistent communication facilitated change, due incorporating managers within the radical transition, an imperative process when integrating functions (by embracing CS culture, change could happen) (Mumm & Beuerlien, 2004). Critically, literature accentuates the existence of subcultures throughout the hierarchy. It was noted that communication was minimal within lower subordinates, forming a cloud of uncertainty (Pritchell, 2006; Myers, Hulks & Wiggins, 2012;). With reference to the ‘ make it stick’ stage, employees within the acquired company (employees from XYZ) disliked the existing uncertainty, and the characteristics of this open ended change, resulting in high employee turnovers (negative aspects of the change) (Burnes, 2009). This is supported by the ‘east’ culture they portray and the harmony they desired (reason) (Hall, 1995). However, considering the soft nature of the change, merging all aspects of the company will take considerable time, highlighting the need for cultural values suited to uncertainty. With reference to the culture compass, this would be associated with ‘ South’ characteristics, the acceptance of challenge and unpredictability (In stage 8, current situation of culture in the organization is under South characteristics) (Hall, 1995). Furthermore, the subculture demonstrated within XYZ, evidently conflicted with the core values required for the change strategy. Therefore, it is important for management to consider the rigid characteristics culture portrays, with literature highlighting the difficulty and negative impact of dislodging the current culture (Van Knippenberg et al, 2009). This inevitably suggests that if the existing routines were implemented throughout all levels of the hierarchy, an optimal paradigm supporting the change initiative is not guaranteed; unavoidably highlighting the complexity of achieving the optimal paradigm, while only displaying an internal focus.
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