Arthur Carmazzi – How do the core values of an organization affect the process of organizational change?

Arthur Carmazzi – How do the core values of an organization affect the process of organizational change?

In a recent Organizational Culture Change project we worked on, the people in the organization where aware of the core values, yet did not really pay much attention to them. As a result, this affected customer service, cooperation and the decision making premise that was “supposed to” lead to empowerment. [see: organizational change for more info]

Organizational values without Emotional Buy in of the staff and sometimes even the senior managers themselves, leads to… well… a wait of effort and resources.

Only when the organizational culture is that provides emotional connection too these values and personal gratification in their attainment, dose an organization make a great impact on employees new and old.

Watch the video below to learn more

27 thoughts on “Arthur Carmazzi – How do the core values of an organization affect the process of organizational change?

  1. I completely agree with Arthur Carmazzi. As I’ve noticed, in most of the organizations employees are not aware of Core Values, Mission and Vision of their organization. Some of the employees only know but don’t act accordingly.The most strange thing is that not only the employees but also the employers believe that only the top management should be concerned with these things!!! That is why in most of the cases the process of organizational change doesn’t work. I think it is tthe responsibility of those who are in the top management to take the leading role in creating that Supportive Environment.

  2. this is a good post. this post gives truly quality information. i’m definitely going to look into it. really very useful tips are provided here.

  3. It is usual that members of organization have so many things in mind that they tend to forget their Core Values. A number did not even bother to find out what those values are. The productivity of an organization can be affected in a negative way that is why Arthur Carmazzi pointed out that this should be focused on.

  4. Nice post. I used to be checking continuously this blog and I’m impressed! Extremely useful information particularly the remaining section 🙂 I take care of such information a lot. I was seeking this particular information for a long time. Thank you and best of luck.

  5. You said right the organizational culture is provides emotional connection too these values and personal gratification in their attainment. thank you very much to Arthur Carmazzi you provide really valuable information to learn and i want more information from you in future thanks for your helping.

  6. I appreciate, cause I found exactly what I used to be having a look for. You have ended my four day long hunt! God Bless you man. Have a nice day. Bye

  7. Some ignore obvious signs of a potential cultural clash just to get the hiring job done, but this is the beginning of a problem for your organizational culture, as all must buy into the culture, and any people who don’t fit will become a problem later. I will make sure to take note of this very helpful tip from you Sir Arthur Carmazzi.

  8. Well, some think that it’s too hard to change culture… that we can’t change it even if we know what gaps we have between our current state and our desired culture. Not true. There are real, tactical activities and leadership actions that can shape a new culture.

  9. I simply want to mention I’m a beginner to weblog and actually enjoyed this website. Almost certainly I’m likely to bookmark your site. You surely have wonderful posts. Kudos for sharing your website.

  10. Right, arthur Carmazzi, well There are different approaches to each type of organizational culture, yet very few initiatives are successfully implemented, hovering somewhere between 60 and 70 percent over the last four decades.

  11. My thinking is that the problem with change management, organizational change leadership, transformational leadership and whatever management trend is likely to come next, isn’t in the overarching intent or even in the processes, it’s the mentality. Just me, arthur carmazzi

  12. It’s a mentality that takes a transactional approach to stakeholder buy-in and organizational improvement, paving the way for change-centric leadership binges that expire with mission completion. My perspection. Thanks Arthur carmazzi.

  13. Such an interesting topic Sir Arthur Carmazzi! I totally agree with you on that matter, the core values of an organization affect the process of organizational change. I have witnessed many companies that step forward, however, they failed. I believe that the reason for that failure is their company’s core values. I am looking forward to the continuation of this topic Sir! We are so blessed that there is an amazing Guru out there like you. Thank you so much!

  14. Most of the processes found in change management and change leadership models should be standard operating procedures, integrated into your day-to-day operations and reinforced by strong leadership regardless of change initiatives.
    I just really agree with Arthur Carmazzi

  15. Well, Changing a culture is a large-scale undertaking, and eventually, all of the organizational tools for changing minds will need to be put into play. Thanks, Arthur Carmazzi.

  16. organizational cultures are constantly self-renewing and slowly evolving: What people feel, think, and believe is reflected and shaped by the way they go about their business.

  17. It shows how organizational culture has become a popular concept leading to a wide variety of research and implementation by various organizations and expands the focus on the role of national cultures in influencing culture dynamics, including some practical concepts for how to deal with international differences.

  18. The role of values in determining how organizations are structured and operated has become an increasingly important area of study. As yet, however, little work has explored the way in which values affect the change process.

  19. Behavioral models of leadership emphasize that it is not so much what you do (that’s just management!), but HOW you do it, and go on to describe various admirable leadership qualities, such as:
    Honesty, fairness, integrity, inspiration, intelligence, vision, determination, courage, success…


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