Symbolic culture changing actions
Executive culture changing activity involve encouraging and ensuring senior executive do not alienate themselves from their customers (Kenway, et al., 2017). Therefore, the actions will promote interaction of managers with junior staff and clients, which in the end affect how the organization carries out its functions. In many occasions, managers define the culture of an organization as detached from customers thus do not know the impact of their activities on cultures and how they shape the organization culture (Wokurka, Banschbach, Houlder, & Jolly, 2017).
Another symbolic culture changing actions is giving physical awards to thanks who stands for a course and measures that redefine the organizations. Rewarding promising and excellent workers who have the right traits, helps encourage other employees to follow suit and in the process have an impact on the culture of the organization (Thompson, Peteraf, Gamble, & Strickland, 2014). The quest to behave, as those awarded will change the overall culture of an organization.
Substantive culture changing actions
Functional culture changing actions involve changing office holders of top positions who do not have the desired characteristics with other people not necessarily from the organization but have demonstrated ability and culture to behave in a certain desired way (Kenway, et al., 2017). The outsiders once they assume the high position will influence the growth of the culture you want in the organization. The new senior’ managers will also not want to associate with old culture of the organization in their quest to make a difference.
Secondly, substantive culture changing actions involve revision existing policies of a firm to ensure they take into account and promote cultural changes business desires (Ramdhani, Ramdhani, & Ainisyfa, 2017). Policies that promote the adoption of new working style will provide workers modify the way they conduct themselves to abide by the new rules consequently alter the culture of the organization.
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