Culture and change

Introduction

RBS citizen bank started its operations in 1828 in “Providence, Rhode Island” with a minor community bank named “high street bank”. Currently, the financial group runs over “1,500 branches with 20,900 employees and 3,900 ATMs in 12 states” (Benioff & Adler, 2006). Attributable to its growth, RBS citizen moved from its position as the fifth largest within US smallest states to its current position. As such, it is among the 15 leading banking firms in the nation.

The culture of RBS citizen is evident in extraordinary skilled employees who stay in the organization whilst working tirelessly to elevate their ranks. The entity offers a steady environment for their employees to exercise and develop their skills. In addition, it maintains ethical standards such as integrity to safeguard its personnel, surrounding communities and customers. As the organization maintains its culture, it attains success (Benioff & Adler, 2006).

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Organizational changes arise in different dimensions. Often, they become manifest in new and inexperienced technologies, reorganization, invention of different pay plans and introduction of new programs on performance consideration. A common effect of change in many organizations is denial amongst the affected employees. In the organization, employees shun changes since they them come as a surprise without warning thus threatening the balance of RBS citizen.

Secondly, RBS citizen employees shun changes due to misunderstanding or inadequate skills to tackle emerging challenges. Various changes that happen within the entity come without sufficient training thus, positive changes are often perceived in unconstructive ways by the employees.

Thirdly, shunning new changes among the employees is caused by inertia. Most employees of RBS citizen wish to preserve their safe, sure and secure status. Therefore, initiation of new ideas in the company is a contradiction of their norms. Common problems in the entity that result from inertia have their origin in the technological sector (Robbin, 2007).

Fourthly, resistance to change by employees in the entity arises from competing commitments. Occasionally, the employees are comfortable with the changes in their career but consider how changes will affect their attainment of other objectives. These force employees to shun reorganizations that could have culminated in positive changes in the organization.

In order to overcome the employees’ resistance to change, I will recommend the following alternatives. Firstly, it is paramount to conduct education and communicate aptly with the employees. When this strategy is applied, it will bring appealing results to RBS citizen since it supports correctional measures.

This method will help the employees to distinguish the real implication of change and facts behind it. The organization can effectively conduct education and communication through discussions amid the management and employees, publishing special reports on the concern and conducting official group presentations.

Secondly, RBS citizen should consider involving its employees in the design of new changes within the organization. Involvement and participation of employees in designing and implementing changes within the organization will neutralize irrational and rational fears generated by changes.

Thirdly, the entity should offer support to their employees once they establish the cause of opposition. Support comes from management team through counseling on job-related stress, offering special training to employees and reimbursement. This strategy will facilitate the RBS citizen employees to accept the productive changes. Fourthly, RBS citizen should negotiate and agree with its employees before bringing changes in the organization (Robbin, 2007).

In addition, the managers should employ and communicate information to employees in a manner that will enhance the acceptance of changes. Finally, when the RBS citizen management fails to apply the given strategies to their employees, they can use clear and unspoken coercion. Here, the management forces employees to accept changes through threatening to terminate, transfer and demote them.

Implementing change efforts in an organization is a challenging and serious task that assumes a dangerous twist with the increasing change rates in organizations. Many people seem to deny changes whether they are from in-house or external issues. In RBS citizen, implementing change efforts occurs through the implementation model entailing seven steps. Firstly, the entity considers and handles human concerns because they regard people as their utmost strength.

Therefore, during change efforts, RBS citizen takes time to understand how new changes will affect people. Secondly, RBS citizen applies its strong leadership in the change process because without it, constructive changes may fail to happen. In addition, its employees are committed to changes and work tirelessly to see it happen with the intent of acquiring their organizational objectives.

Thirdly, RBS citizen employees have faith in their leadership meaning that during organizational changes, they trust in positive results from such changes. Fourthly, RBS citizen undoubtedly articulates the company’s vision to personnel for improved understanding of its implications.

In accordance to this, the RBS citizen administration team explains to their employees the motive of the changes. Fifthly, RBS citizen creates a facilitating environment to all people by identifying possible barriers that could affect implementation process. Moreover, when the management team discovers that present silos block change implementations, they break them to enhance changes (McShane & Glinow, 2005).

In addition, the company celebrates success, which motivates the involved individuals thus driving positive messages. Finally, RBS citizen puts the already occurred changes in its culture, shared values and standards. This encourages its employees because culture does not change easily. This insinuates that if changes affect culture, they will be lasting (McShane & Glinow, 2005). However, the implementation of change within the entity is not effective since its efforts fail in addressing emerging concerns.

Conclusion

Change requires that people adjust thus they ought to acknowledge that the changes could lead to positive results. RBS citizen should comply with all their implementation efforts resulting in their employees viewing change in a different perspective. In addition, RBS citizen employees should act with great standards of integrity and ethics in their actions and decisions to enhance the entity’s success

References

Benioff, M. & Adler, C. (2006). The business of changing the World: twenty great leaders on the strategic corporate philanthropy. New York, NY: McGraw-Hill Professionals

McShane, S. & Glinow, M. (2005). Organizational behavior. New York, NY: McGraw- Hill Professionals.

Robbin, S. (2007). Management: Tenth Edition. Boston: MA. Cengage Learning