Barclays’ cultural issue can be resolved by restructuring and reengineering organizational change. However, organizational change is not an easy task and it needs the involvement of leadership to lead and manage cultural changes. This therefore, Schein (2010) presumes that leadership and culture are two sides of the same coin. Based on the model build by Burke and Litwin (1992), culture can be addressed from the leadership and eventually give implication to the overall company system. Leading cultural change commands for high aspiration leaders to determine what are the preferred values that the employees need to uphold. Therefore, transforming a culture will require transformational leaders especially those in Board and high-level management.
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Global organization like Barclays need to reap the benefits of diverse workforce and developed a core culture that its employees can hold on. In relation to that, Barclays has make a move and pledges to help people to pursue their ambitions in the right way (Barclays, 2015). As a result, the new Chief Executive changes the “culture of winning” to “customer first culture”, thus, demonstrating its new co-operative relationship with the regulators (Aldrick, 2013). This development programs too should actively encourage discussion of its chosen values among all staff (SaIz, 2013). Therefore, it is the responsibility of Human Resource department to impose training programs that could shape the desired organizational culture among its employees and cultivate the values that Barclays currently stands for, namely, respect, integrity, service, excellence and stewardship in ensuring the success of organizational change (Barclays, 2015).
To ensure the achievement of the training program, the bank should monitor the progress of the training. This is to determine the satisfaction of its participants to nurture the desired cultures of the bank. All employees are needed to undertake annual training, which include an assessment to confirm their understanding of Barclay’s behavioural standard set (Barclays, 2015). This strategic continuous …show more content…
But, nonetheless, these changes won’t work without the change agents, as they are the one who can trigger the success of organizational change. Therefore, participation and commitment of all Barclay’s employees are crucial. Hence, the implementation of this training should prepare the employees to develop competencies and motivation in order to reduce shock and resistance of the new
Global organization like Barclays need to reap the benefits of diverse workforce and developed a core culture that its employees can hold on. In relation to that, Barclays has make a move and pledges to help people to pursue their ambitions in the right way (Barclays, 2015). As a result, the new Chief Executive changes the “culture of winning” to “customer first culture”, thus, demonstrating its new co-operative relationship with the regulators (Aldrick, 2013). This development programs too should actively encourage discussion of its chosen values among all staff (SaIz, 2013). Therefore, it is the responsibility of Human Resource department to impose training programs that could shape the desired organizational culture among its employees and cultivate the values that Barclays currently stands for, namely, respect, integrity, service, excellence and stewardship in ensuring the success of organizational change (Barclays, 2015).
To ensure the achievement of the training program, the bank should monitor the progress of the training. This is to determine the satisfaction of its participants to nurture the desired cultures of the bank. All employees are needed to undertake annual training, which include an assessment to confirm their understanding of Barclay’s behavioural standard set (Barclays, 2015). This strategic continuous …show more content…
But, nonetheless, these changes won’t work without the change agents, as they are the one who can trigger the success of organizational change. Therefore, participation and commitment of all Barclay’s employees are crucial. Hence, the implementation of this training should prepare the employees to develop competencies and motivation in order to reduce shock and resistance of the new