MGT 426 Week 3 Learning Team Assignment Managing Change Paper Part II

Topics: Change management, Management, Organization Pages: 5 (1578 words) Published: September 2, 2015


Managing Change Part II
MGT/426

Managing Change
At times organizations tend to take on their own culture and in doing so, they face different challenges and changes. For Citigroup to compete, stay financially fit, and adapt, the organizations has to change. Citigroup’s employees must understand how change can be beneficial to the organizational and to them as well. By implementing change will allow the organization grow, meet customers’ needs, challenge the employees to improve his or her skills. Change is imperative for Citigroup to remain relevant. Shared vision

“A shared vision is a consensus among people about what success is and how it will be achieved; a shared vision preserves the core values of the organization and focuses on the future. A shared vision motivates people to learn, perform, and excel – not because they are told to, because they want to. A shared vision gives people insight and direction. A shared vision it provides the foundation for teamwork, unity, and a sense of belonging within an organization” (University of Phoenix). Citigroup possessing a shared vision will create a sense of commonality with the employees. Developing a shared vision will assist in creating a sense of purpose and a common identity among the employees when implementing change. Developing a shared vision in place will help employees relate better to one another, and when the time comes for change to take place it will help introduce new ways of thinking. Implementing a shared vision will help build trust, feedback, and other factors needed when change is taking place within the organization. Citigroup having a shared vision is imperative for the organization can be successful in implementing the change. Having this shared vision in place will drive change within Citigroup. The textbook states that “Lack of vision is associated with organizational declined and failure. As Beaver argues, unless companies have clear vision about how they are going to be distinctly different and unique in adding and satisfying their customers, then they are likely to be the corporate failure statistics of tomorrow” (Akin, Dunford,& Palmer, 2006). Organizational Culture

Organizational cultures at times can be created, maintained, and even transformed by employees. Organizational cultures also can be created and maintained by the organizations managers, leaders or supervisors. Organizational culture is a common understanding shared among a group of individuals, and a certain type of behavioral patters within the organization that causes employees to interact in a certain manner with one another. Citigroup’s organizational culture has an effect on employee’s performance level, productivity, customer services, and behavior. The current organizational culture of Citigroup mainly has been determined by what has been working in the past for the organization to remain successful. With Citigroup’s organizational culture it has guided employees toward the behaviors and attitudes that have put the company at risk. The company must revert to what is important that is the customers and focus on the core values of the organizations, and the vision of the organization. To change Citigroup’s organizational culture there needs to be a shared responsibility among the leaders of the company, managers, and employees. By having a shared responsibility will make Citigroup’s organizational culture more effective and productive. Having shared responsibility will allow each employee to achieve or accomplish his or her full potential, and acting with the greatest level integrity when dealing with one another, and customers. Modeling

Warner Burke, a leader in organizational development, argues many have lost the way, values without honor, practiced, and bottom line focus has taken over (Akin, Dunford, & Palmer, 2006). He identified model characteristics useful for organizations desiring change. Modeling reduces complexity...

References: Akin, G., Dunford, R. &Palmer, I., (2006). Managing Organizational Change: A multiple
Perspectives Approach, 1e. The McGraw-Hill Companies, Inc.
University of Phoenix.. Managing Change in the Workplace. Retrieved from University of Phoenix, MGT/426 website
Citigroup (2012) 200 years of Citi, About Us, Retrieved from http://www.citigroup.com/citi/about/our_businesses.html
Appendix
(Akin, Dunford, & Palmer, 2006).
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