Organisational change is a continuous process and it is either welcomed or resisted. This acceptance or resistance is based on certain cultural values which guide the conscience of the person accepting or resisting the change process. Change is either forced resulting from market demands and different requirements from customers, or is intentional by the organisations’ decision to change its strategies depending on their projections. When this change is initiated and because of it being forced or intentional, it requires every employee in the firm to either accept or resist it. When this acceptance is aligned with the employees’ personal identity and purpose, it is welcomed, but when it is misaligned, it is almost resisted initially. There are strategies which are possible to employ in specific situations to address the change management issues especially based on culture.
One of the strategies is the individual change management which focuses on individuals’ capability and their personal willingness to act in the direction of the change process. This may be intended by the individuals themselves, because forcing a change on anyone is sure to create a strong resistance from them. This can also be termed as the life-long learning approach which an individual adopts and processes in their life. Buchanan and Huczynski (1991) have described changes to come about by way of the process of learning through which the individual acquires knowledge by their own experience leading them to a changed behaviour.
Some of the other strategies that the organisation can adopt to meet their desired change outcomes are:
Conducting a deep study of the organisational culture and cultural values of the country where the operations are located, so that the new leader knows about the predictable behaviours of the employees, and this helps the companyto handle the employeesin a way which could assist the company in bringing the desired change outcome (Cummings and Worley, 2009).