Cultural change in an organization occurs when a person at the top decides that old ways are not functioning, proposes new ways of doing things, enacts a new vision, and makes others to act differently. If the new changes are communicated, celebrated, and leads to better ways of doing things, they will be adopted, and new shared values will start growing. To better understand how cultural climate and its changes relate to the performance of an organization, this essay focuses on Vodafone, as the case study organization, which has undergone several organization cultural changes. The essay analyses why organizational changes are necessary in relation to the chosen organization, as well as how they improve the overall performance of the organization. It covers several factors such as shared values, goals on an organization, the effects of those goals, as well as the effect of that change on work practices.
Organizational climate explains how members of an organization experience the culture of their organization. It is subject to alteration by the upper management. Though culture can be changed, it is not that easy to change what members of an organization have been used to. On the contrary, it is easy for the management to initiate changes in the climate of the organization. Vodafone’s organizational culture represents the personality of the organization, while its climate represents the company’s mood, and is much easier to measure and experience than the culture. This further explains why it is easy to change it. There are several types of organizational climate that can be produced by the prevailing organizational culture. These can be grouped in varied ways. Some of the most common ways of grouping organizational climate is climates that are rule-oriented, innovation-oriented, people-oriented and goal-oriented