Changing the Organisational Culture (AQA A Level Business): Revision Note

Exam code: 7132

Lisa Eades

Written by: Lisa Eades

Reviewed by: Steve Vorster

Updated on

Reasons for changing organisational culture

  • Sometimes businesses must change their culture to stay competitive, relevant, or efficient

Pressures for cultural change

Diagram showing pressures for cultural change: leadership change, mergers, poor performance, societal pressure, and market conditions. Arrows point outward.
Businesses may change culture when it performs poorly, gains a new leader or as a result of changing market conditions
  1. Poor business performance

    • When profits, sales, or overall productivity start declining, businesses may rethink their existing culture

    • If current practices aren't achieving the desired results, changing culture can improve employee motivation, introduce more efficient ways of working, and help regain competitiveness

  2. New leadership

    • New leaders often bring their own set of values and ideas, differing from previous management

    • They might introduce new attitudes, beliefs, and working practices

    • Changing the culture allows the business to align with the new leader's vision, ensuring consistent decisions and clear direction for employees

  3. Mergers and takeovers

    • When two different businesses combine, they often have separate and potentially conflicting cultures

    • Changing or blending organisational cultures is essential to unite employees, avoid internal conflict, and ensure everyone works effectively towards shared goals

      • Disney’s acquisition of Pixar involved adopting a more creative and open culture to blend effectively

  4. Changing market conditions

    • Rapid shifts in technology, customer expectations, or competitor behaviour might require businesses to adapt quickly

    • A new, more flexible culture might be needed so that employees can innovate, respond quickly to customer needs, and keep the business competitive

  5. Societal and ethical pressures

    • Businesses must often adjust their cultures in response to changing societal expectations and values, such as environmental sustainability or social responsibility

    • Failing to respond to these pressures can damage reputation, customer loyalty, and profitability

    • Adapting positively can enhance the business’s image and attract new customers

Problems caused by changing the organisational culture

  • Changing organisational culture can be crucial for businesses wanting to adapt and improve

  • However, many businesses face difficulties during the process, as employees, managers and systems may not easily adapt to new ways of working

Difficulties of changing culture

Difficulty

Explanation

Resistance from employees

  • Employees may resist cultural change due to fear of the unknown, loss of job security, or attachment to existing routines and values

    • This resistance can slow down the implementation of new cultural practices

High costs and disruption

  • Transforming an organisation's culture often requires significant investment in training, restructuring, and communication strategies

    • This can disrupt daily operations and strain business finances

Time-consuming process

  • Cultural change is not immediate; it involves altering deep-seated behaviours and mindsets

    • This can take time, which delays the anticipated benefits of the change

Incompatibility of cultures

  • When merging, organisations have fundamentally different cultures, so aligning them can be challenging

    • Values that are misaligned can lead to misunderstandings, conflicts, and reduced workforce collaboration

Loss of key staff

  • Cultural change may lead to dissatisfaction among employees, especially if they feel the new culture doesn't align with their values

    • This may prompt them to leave the organisation, resulting in a loss of valuable experience

Case Study

  • In 2023, UK law firm Allen & Overy merged with US firm Shearman & Sterling, creating the new firm A&O Shearman

Logo with white text "A&O SHEARMAN" on a dark green background.

Outcome of merging two different cultures

  1. Incompatibility of cultures

    • Allen & Overy had a traditional British style, while Shearman & Sterling had a more informal American culture

      • This difference made it hard for employees from both firms to adjust and work effectively together

  2. Resistance from employees

    • Changes in company policies led to uncertainty and frustration

      • Some staff at Allen & Overy felt uncomfortable with the new culture, particularly over changes to policies around diversity and inclusion

  3. Loss of key staff

    • Due to disagreements about the firm’s new direction, some important employees left the business, including senior partners

      • Losing experienced people caused disruption and reduced the firm’s ability to perform well

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Lisa Eades

Author: Lisa Eades

Expertise: Business Content Creator

Lisa has taught A Level, GCSE, BTEC and IBDP Business for over 20 years and is a senior Examiner for Edexcel. Lisa has been a successful Head of Department in Kent and has offered private Business tuition to students across the UK. Lisa loves to create imaginative and accessible resources which engage learners and build their passion for the subject.

Steve Vorster

Reviewer: Steve Vorster

Expertise: Economics & Business Subject Lead

Steve has taught A Level, GCSE, IGCSE Business and Economics - as well as IBDP Economics and Business Management. He is an IBDP Examiner and IGCSE textbook author. His students regularly achieve 90-100% in their final exams. Steve has been the Assistant Head of Sixth Form for a school in Devon, and Head of Economics at the world's largest International school in Singapore. He loves to create resources which speed up student learning and are easily accessible by all.