MANAGING CULTURAL CHANGE AT P&G

Managing Cultural Change at P&G



Table of Content

Introduction 3

Definition of Change in Organization 3

Discussion 4

History and Introduction to the company 4

Internal Problems 5

External Problems 5

Cultural Changes under Jager 6

Changes Process under Lafley 8

Factors that affected the change process in P&G 8

The Traditional Change Agenda 8

Failure in accepting change 9

Lack of Communication 9

New Manager 11

Feed Back 11

Managerial Role 11

Evaluation and Analysis 12

Recommendations 13

Methodology to enhance change process 14

Kotter' 8 Step Change Model 14

Establishing a Sense of Urgency 14

Creating a Vision 15

Communicating the Vision 15

Empowering Others to Act on the Vision 15

Planning for and Creating Short Term Wins 15

Consolidating Improvements and Producing Still more Change 16

Institutionalizing New Approaches 16

Significance of Change in Organization 16

Conclusion 17

References 19

Introduction

Definition of Change in Organization

The process of change is the phenomenon that takes place in organizations large and small, profit or non-profit, and industrial or academic in nature. When any of these undergoes the process of transformation is called 'Change'. It occurs when any organization alters its business strategies and major section of the organization is reconstructed or reorganized (Burns & Stalker, 2009). Bringing a change has more aspects to it than the original proposed. It brings change not only to the organization; however, the individual's attitude too. It means new relations and tasks and other work changes (Burns & Stalker, 2009).

In this turbulent world, the only constant thing is change. Every organization has to face change to keep itself afloat and competitive in the global economy. The organizational change involves managing the process change and resolving human issues at ground level. On the other hand, it also focuses on strategic leadership, competitiveness and organizational learning (Mansor, 2010). The main process that requires the attention in the change process is the conceptualizing the need for change in Human Resource.

As a generalized analysis, opens up many disconcerted questions and a substantial deal for additional research. To take one example, the process of transformation and variation of HRM in P&G in the reign of Jager was immature. The hypothetical notions about diffusion that he did not sufficiently elucidated different types of HRM in particular, not at the level of single HR instruments such as, assortment or reimbursement (Davis, 1988). There was a dire need for supplementary comprehensive hypothetical understanding about how experimental differences between HRM in organization can affect the future. There was a shortage of experimental work on the convergence discussion. Reducing this scarcity would involve a precise use of the existing academic concepts to well-defined groups of organizations or defined cultures and world-regions and carefully analyzing the relevant variables as outlined by the chosen theoretical concept. At the empirical level, it required more studies addressing the long-term developments of HRM in different organizations, cultures and world-regions including relevant HR, cultural and institutional context variables (Ezeani, 1998).

Discussion

P&G is US-based leading consumer good company. P&G initially focused on sustainable competitive advantages for the company. However, they also focused on maintaining and sustaining the lives of the consumers all over the ...