As these different workers would try to impose their own attitudes and culture on the organisation as well as fellow employees, it could lead a different, uncommon and complex organisational culture, negatively impacting the organisation’s performance. Thus, for organisation to succeed, all its employees have to work in unison without any differences and for that a common, clear and workable organisational culture need to be implemented in the organisation. To implement a common organisational culture, organisations can even go for a organisational change. That is, as it will be difficult to force common organisational only in some segments of the organisation, it would be better, if the organisation goes for organizational change.
When the organization does not perform up to expected levels due to culture issues and in other cases wanted to expand or diversify its operations, the management method has to be changed. This is where the concept of organizational change comes into the picture. That is, organizational change constitutes the structured changing or transitioning of employees, departments and the organizations as a whole from a current state to a favourable or desired future state. So, here the main need or necessity for an organisation to change is to implement a common organisational culture, thereby maximize the collective advantages or benefits for all the employees, managers and leaders working for the organization, and thereby maximize the profit and standing of the organization. So, this paper as part of literature review will discuss how implementing a common organisational culture will lead to organizational change and how leaders and managers had to be aware and importantly control these changes by case studying Starbucks.
When an organization initiates the process of change management, the first main role the leader should perform is build an academically, technically strong and experienced workforce as part of the