Report on International Business Machines Corp (IBM) Case Study

Report on International Business Machines Corp (IBM) - Case Study ExampleFirstly, there was the disruptive alteration on the organizations subtlety as a result of the telecommuting. Secondly, there was the problem with the initial technological support. The first solvent has been identified by several authors as organism a key stumbling for managing successful change efforts (Beer, Eisenstat, & Spector, 1990 Heracleous & Langham, 1996 Johnson, 1992 Kotter, 2007). All these authors viewpoints are looked at within the report. On the other hand, this report does not find the second issue of problems with technological support to be major because while an organization is implementing change one anticipates a state of flux during which systems and technologies have to experience instabilities. Johnson (1992) defined the cultural paradigm as the core set of beliefs and assumptions, held relatively commonly by management and employees, that are specific and relevant to that given organi zation and that are well-read over time. Telecommuting changed the way of doing things at IBM for example some managers lost prestigious privileges such as private offices with private secretaries and team members became physic onlyy discharge which made inter-team communication much harder. The first issue, the negative impact of telecommuting on IBM-Indianas cultural paradigm is analyzed using Johnson (1992) cultural vane approach. The second issue is largely a technological issue that has to arise as the organization transitions from one stable organizational system to another. Organizational culture and managing change According to Johnson (1992) culture plays a big role in the development of strategy, the management of the resulting strategic change and also on the choices made by an organizations leadership that lead up to both strategic development and change. In this case telecommuting presents a major strategic change for IBM-Indiana. The culture entanglement is a tool proposed by Johnson (1992) as a suitable device for conducting an organizations culture audit. According to Heracleous and Langham (1996) the cultural web allows managers to conceptualize the organization either within an interpretive haul up of reference (what the organization is) or as a variable in a functionalist frame of reference (something an organization has). The culture web comprises of seven elements paradigm, rituals and routines, organizational structure, power structures, control systems, symbolic aspects and stories as shown in Figure 1 below. Almost all the cultural web elements were greatly affected by the introduction to telecommuting. With telecommuting employees had to contend with new rituals and routines for example maintaining accurate and up to date schedule of activities on the computer to enable scheduling of meetings and teleconferences. Formalized control systems that monitor and therefore emphasize what is important at IBM, in order to focus attention a nd bodily process also had to be changed to reflect the new arrangement of partly off-site and on-site office arrangements. Managers who had private offices and private secretaries lost these huge symbolic aspects of macrocosm managers at IBM and the loss of group-work setting diminished opportunities for social contact and casual communication that