Task 1任务1
在这种情况下，King Supplies有限公司是建筑材料供应商，Andy King是业主，Jamie Vumdy是公司总经理，负责所有这些员工，包括3名行政人员、5名分公司柜台（销售）人员、1名工具雇佣顾问、4名仓库和Yar。D助理、2名LGV司机（现场司机，也向客户提供物资）、兼职清洁工等，组织架构如下图1所示。
In this case, King Supplies Ltd was a supplier of building materials, Andy King was the owner, Jamie Vumdy was the general manager of the company who had responsibility for all of these staff, including 3 administration staff, 5 branch counter (sales) staff, 1 tool hire advisor, 4 warehouse and yard assistants, 2 LGV drivers (drivers on the site and who also delivered supplies to customers), a part-time cleaner, and so on, framework of the organization is shown in the following Chart 1.
在最初的两个月里，杰米在公司的组织文化和变革管理中发现了许多问题。首先，组织中没有分级管理，他应该对所有员工负责，没有关于员工在工作场所的行为的书面规则或政策，也没有健康和安全法规。第二，员工的工作态度和热情存在问题，员工可以随意忽视工作，不愿意做乏味或不愉快的工作，没有积极响应和满足客户的询问。员工缺乏足够的专业性和奉献精神，不愿意做更多的额外工作。最后，组织文化不和谐，内部信息沟通不畅，管理层和员工未能就公司的管理和发展形成共识和愿景，合作中存在诸多矛盾和冲突。以及员工之间的分工。
n his initial two months working there, Jamie found many problems in the organizational culture and change management of the company. Firstly, there was no hierarchical management in the organization, he should be responsible for all the staff and there was no written rule or policy for the staff about how they should act in the workplace, nor was there a health and safety regulation. Secondly, there were problems with the employees' work attitudes and enthusiasm, employees were free to neglecting work and were unwilling to do tedious or unpleasant tasks, and they failed to actively respond to and satisfy customer inquiries. The employees lacked sufficient professionalism and dedication, and were unwilling to do more extra work. Finally, the organizational culture was not harmonious, there was no fluent internal information communication, the management and the employees failed to form a common consensus and vision on the company's management and development, there were many contradictions and conflicts in the cooperation and division of labor between the employees.
Task 2任务2
组织文化是指组织成员共享意义的系统，使组织具有独特性，不同于其他组织，在组织的长期生产经营活动中逐步形成，是一种综合的反映。员工遵守的组织使命、价值观和道德行为标准（Alkhoraif和McLaughlin，2018年）。I
Organizational culture refers to a system of meaning sharing shared by members of an organization, which makes the organization unique and different from other organizations, it is gradually formed in the organization's long-term production and operation activities, and it is a comprehensive reflection of the organizational mission, values and ethical behavior standards that the employees abide by (Alkhoraif and McLaughlin, 2018).
Functions of organizational culture are reflected in the following aspects. First, it is the performance of organizational characteristics and connotations; second, it expresses the identity of the members of an organization to the organization; third, it encourages members of an organization not only to care about their own interests, but also to support organizational vision, organizational mission, organizational strategy, and so on; fourth, it enhances the stability of a social system; culture is a social glue that aggregates an entire organization by providing the organization with the right standards for what they say and do; finally, corporate culture can guide and shape the attitudes and behaviors of employees (Warrick, 2017).
Organizational change management refers to the process of adjusting, improving and innovating the elements of an organization (such as the management philosophy, working style, organizational structure, staffing, organization culture, etc.) of the organization according to internal and external environmental changes (Hussain et al., 2018). Development of enterprises is inseparable from organizational change management, changes in internal and external environments, and continuous integration and change of corporate resources bring opportunities and challenges to enterprises, which require enterprises to pay attention to organizational change management.
One of the most influential organizational change models is Lewin’s change model. Lewin proposed a planned organizational change model that includes three steps: thawing, change, and refreezing to explain and guide how to initiate, manage, and stabilize a change process (Hussain et al., 2018). Considering thawing, the focus of this step is on the motivation to create change, it encourages employees to change their original behavior patterns and work attitudes, and adopt new behaviors and attitudes that adapt to the development of organizational strategy. In terms of change, change is a learning process that requires employees to provide new information, new behavior patterns and new perspectives, identifying the direction of change and implementing change to help employees to form new behaviors and attitudes. About refreezing, it means that in the re-freezing phase, necessary reinforcement measures are used to fix new attitudes and behaviors, so as to promote the formation of stable and lasting new organization behavior norms.
Organizational culture can actively guide change management, organizational culture and change management adapt to each other and promote each other, a matching organizational culture is conducive to the efficient implementation of organizational strategies and to the reinforcement of organizational characteristics (Lexa, 2017). Organizational culture with "innovative, forward-looking" characteristics can grasp market dynamics in a timely manner, identify problems in a timely manner, avoid risks, suggest potential risks faced by the organization, and take the lead in change management to keep pace with the times. Such organizational culture has the characteristics of being pioneering and proactive, which is conducive to maintaining the combat effectiveness and competitiveness of the organization.
However, more reality is that an organizational culture that has been formed often has a great inertness. It is recognized by all employees in a subtle way with a fixed mindset, work attitude and interest relationship, it forms firmly and it is not easy to be broken. In a changing environment, organizational culture often cannot keep up with the development and changes of the organization, which will hinder and destroy organizational change management.
When organizational culture no longer supports the mission of an organization, it must make organizational culture changes before organizational change occurs, through education, communication, participation, negotiation, operation and cooperation, promotion and support to enable employees to understand the need for organizational change management and the benefits it can bring, and thus reduce the resistance to change management.
Once change management takes place and is vigorously promoted in a powerful way, change management can in turn reshape the organization culture, new organizational vision, organizational philosophy, organizational strategy, and organizational structure will be re-integrated to create a more appropriate organization culture (Lexa, 2017).
Organizational culture has the power and resistance to change management (Alkhoraif and McLaughlin, 2018). Human resources department should understand the adaptability of organizational culture in real time and make timely adjustments to update organizational concept and update employee behavior to make organizational culture meet the requirements of change management. In turn, change management also has an impact on corporate culture, change management may bring about re-integration of organizational vision, organizational philosophy, organizational strategy, and organizational structure, resulting in a new organization culture.
Task 3
The company's original organizational culture has had a negative impact on its change management in three ways. First, the owner, Andy has little to do with the day-to-day management, making the staff less motivated and arbitrary at work, under this organizational culture, it was difficult for the employees to comply with the rules and regulations after organizational change. Second, communications were not good in the organization and Andy kept quiet about everything, so staff did not the company's future directions and there were also rumours about unemployment. This affected the employees' confidence in change management and they would be fear that change management will harm their personal interests. Finally, lack of common consensus and vision for the employees and management of the organization was not conducive to employees’ uniting to cope with the challenges that may be faced in the process of organizational change.