Sociology

Organizational cultures are important in realizing the fact that success is dependent on changing cultures in organizations as innovation and leadership lead to better changes in organizational cultures.

Introduction
Culture changes but basics of cultures remain same. Cultural changes in a contemporary manner have been studied in organizations and business as they play important roles. Dynamic properties of culture play important roles in organizations and these have been realized recently.

Within many organizations, it is realized that managerial forces can change cultures. Culture is resistant, stable and conservative. Mary Jo Hatch has studied advantages of changing organizational cultures as it is linked with achieving greater managerial control and improving organizational performance. Interpretive organizational culture focuses on meanings and sense-making as well as aesthetic aspects of culture and it does not focus on dynamic nature of culture. Organizational researchers believe that resistance to change is embedded in cultural stability. In other words, it has been argued that solidarity in working culture is the main cause of managerial oppression in an organization.

Article focuses on aspects highlighted by researchers having three or more perspectives on organizational culture. These include integrationists, differentiationists and fragmentationists. Integrationists argue that culture is based on harmony, consistency and consensus. In addition, they argue that culture is divided into subcultures. In addition to this, it has been added that cultural anthropologists have defined concrete cultural changes that take place but in this case there is a need to study underlying processes in cultural changes. By participating in dynamics of changing cultures, cultures can be better acknowledged. Small changes in culture are always linked with small innovations and from here, changes and alterations can never change (Schein, 2004, p. 90).

In this case, a phenomenon highlighted in this article relates to borrowing from other cultures that can help in increasing innovation. Thereby stronger and dominant points from other cultures are adopted that promise success and growth. In organizations, culture changes because of contacts and negotiation processes that seldom involve conflicts and agreements. Individuals in organizations have divergent meanings and goals and negotiations reshape these goals. Thereby focus is to be used as a mechanism directing cultural change in organizations and it has been realized that these changes has implications on managers and organizational processes. If changes in cultures are rapid within an organization than managers aware of their cultures are able to intensify cultural changes within their foci. On the other hand, leaders within an organization less aware of their cultures will not b able to implement cultural changes in their organization (Hatch, 2004, p. 15).

This article has highlighted facts absent in certain researches. In relation to culture change, changes in contextualized leadership have not been focused. Leaders are in charge of cultures within an organization.

Cultural reinterpretation is important in this case. Older meanings of cultures are molded into newer forms having newer studies thereby older studies are incorporated in newer studies. This has been linked to organization. It has been argued in this case that sense-making processes can help in newcomers in learning organizational cultures so that new comers learn values, norms and practices.

Article has highlighted three main theories that relate to organizational cultures. Theory given by Schein argues that leadership and qualities of leaders lead to changes in culture  within an organization. Relationships between culture and strategies adopted in organization are linked with cultural changes in organizations by Pasquale Gagliardi. He argues that strategic changes implemented within organizations are responsible for cultural changes in organizations. Herskovits highlights dynamics of organizational culture in 1948. He argued that self expression and socialization are main parts of cultural dynamics as an individual within an organization is a part of social structures that help in making an organization a single unit (Hatch, 2004, p. 20).

Conclusion
Leadership and innovation are the two main reasons for changes in organizations. Within organizations, culture needs changes and it has been seen that adoptions from different cultures are to be adopted ensuring success.