It was necessary to engage all employees with a desire to deliver outstanding

It was necessary to engage all employees with a

This preview shows page 8 - 10 out of 18 pages.

It was necessary to engage all employees with a desire to deliver outstanding performance in order to meet members ' expectations, achieve growth and address competitive threats. In responding to these drivers, it was recognized that any change in culture should be: Emphasize ' peak performance ' and challenge existing ways of working Giving ' family feeling ' while becoming a meaningful one. Staff reflections on the cultural change of Eastern IT Staff felt that greater clarity in the vision and communication of the organization would help to further integrate new ways of working in the organization, but felt that the overall uncertainty within the organization had an impact on the extent to which they accepted change Communication during change Significant attention was focused on communicating to staff about how plans were developed and decisions made almost in real time. The workforce is quite young and they are expected to be kept much more informed in real time than might have been the case before. Involving staff as change agents Another factor that affected the pace of change was the representation of employees on the culture change group. Each department was asked to nominate a member that included roles based on the arts as well as roles based on non-arts. The goal here was to provide an organization cross-section. These individuals were responsible for setting up briefings on the change in culture by placing workshops and explanations on how the introduction of new work practices would support the desired culture in the organization. Therefore, communication was maximized and much more personalized by a senior manager or executive and usually given. This meant HR's role was to support these champions of change, but not to lead directly the change in culture. 8 | P a g e
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Actions taken by Eastern IT A full assessment of the reassessment of the organization would take literally hundreds of pages, but some of the biggest changes stemmed from re-engaging the board, reforming its culture, and reorganizing the organization. Boosting up the board Lack of mid-level leadership was the primary reason for the organization's dysfunction. They improved the performance of board meetings, started building confidence and open communication. They set rules for proper communication and brought in a handful of new members as a few trustees resigned, all of which helped control internal struggles and helped the organization move forward. They reactivated and created new committees, making board members truly motivated to tackle complex issues together as problem solvers. Reshaping their cultural needs Regular meetings with direct reports, management sessions, meetings of the finance committee and effective, reliable sharing of information began to fix the confidence of the employees in leadership and each other. Culture reforming also meant clarifying expectations, including creating job descriptions for each employee, establishing policies for staff, finance, and department. When they had a clear sense of what other people were
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  • Spring '20
  • Management, Organizational studies and human resource management

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