Do you consider that these hurdles are also applicable to a project manager attempting to
align his/her team? Explain why or why not.
Culture can be defined as the basic values, beliefs, perspectives, and norms that make a
community what it is (Ibidunni & Agboola, 2013). Just like communities organizations have
their own culture that defines them. When managers try to implement significant changes the
organization's culture could be seen as an obstacle or positive force. The article presents some of
the obstacles to organizational change and provides alternative solutions.
Some of these obstacles include the existence of a strong culture that may affect the change
process by hiding opportunities and pitfalls (Ibidunni & Agboola, 2013). Many managers find it
difficult to overcome these established beliefs. Additionally, the existence of conflicting
subcultures and differing group interests may also hinder organizational change. This might be
propagated by the informal communication that exists between these subgroups.
Some organizational changes may induce ethical issues within the employees (Ibidunni &
Agboola, 2013). This could happen when two companies merge and they each have their ethical
standards. However, all these problems are apparent for project managers managing major
changes. Project managers who have to manage limited resources within a limited time will have
an even tougher time managing changes.
Furthermore, for the project manager, the timing of the change and the level of resources
available to support the change are crucial factors. Since project managers operate within limited
resources and time major changes must happen earlier in the project where there is sufficient
time and resources to implement the change.
How the perceptions and beliefs of the leadership of a company influence an organization's
culture, shaping that culture as a whole, in particular the impact it has on that company’s
way of doing things, ultimately the company products and services. Provide specific
(company) examples.
Leadership can be defined as the authority to do or perform something and not just the power to
wield force (Lorentzon, 1992). The values and beliefs of an organization will always start from
the leader and will evolve to a leadership style. Employees will follow the values and behavior
align his/her team? Explain why or why not.
Culture can be defined as the basic values, beliefs, perspectives, and norms that make a
community what it is (Ibidunni & Agboola, 2013). Just like communities organizations have
their own culture that defines them. When managers try to implement significant changes the
organization's culture could be seen as an obstacle or positive force. The article presents some of
the obstacles to organizational change and provides alternative solutions.
Some of these obstacles include the existence of a strong culture that may affect the change
process by hiding opportunities and pitfalls (Ibidunni & Agboola, 2013). Many managers find it
difficult to overcome these established beliefs. Additionally, the existence of conflicting
subcultures and differing group interests may also hinder organizational change. This might be
propagated by the informal communication that exists between these subgroups.
Some organizational changes may induce ethical issues within the employees (Ibidunni &
Agboola, 2013). This could happen when two companies merge and they each have their ethical
standards. However, all these problems are apparent for project managers managing major
changes. Project managers who have to manage limited resources within a limited time will have
an even tougher time managing changes.
Furthermore, for the project manager, the timing of the change and the level of resources
available to support the change are crucial factors. Since project managers operate within limited
resources and time major changes must happen earlier in the project where there is sufficient
time and resources to implement the change.
How the perceptions and beliefs of the leadership of a company influence an organization's
culture, shaping that culture as a whole, in particular the impact it has on that company’s
way of doing things, ultimately the company products and services. Provide specific
(company) examples.
Leadership can be defined as the authority to do or perform something and not just the power to
wield force (Lorentzon, 1992). The values and beliefs of an organization will always start from
the leader and will evolve to a leadership style. Employees will follow the values and behavior
