Wednesday, May 16, 2012

CHEMISTRY IS EVERYWHERE!


God kept the chemistry above
Wondering till when found,
Be used and known all around.

Making of harmful things was now the deal,
Making money out of dangerous mix,
And people use chemistry to get what they want.

Christians with faith came in between,
Saying that it`s God we are dealing with,
With handle and care they made beautiful things,

And let the world know that chemistry is within.

God revealed it for us to make use of it!

Rose Turuka!

Saturday, May 12, 2012

RUNNING HEAD: A PREDICTOR OF SUCCESS.


SITUATIONAL LEADERSHIP

EMMANUEL ALOIS TURUKA

WESTERN MICHIGAN UNIVERSITY



Situational Leadership Style as a Predictor of Success and Productivity Among Taiwanese Business Organizations.
Overview:


Every business needs leadership. Leadership is one of the ways that managers affect the behavior of people in the business. Most successful managers are also successful leaders. They get people to work to accomplish the organization's goals.

·        Leadership is about establishment of vision, value and creation of environment so that the objective can be accomplished.

There are different types of leadership theories since the evolution of human being but Leadership style tends to vary considerable from situation to situation

·    The amount of direction the leader provides – autocratic
·     The amount of support and encouragement the leader provides – democratic
·  The amount of follower’s involvement in decision making – situational

 In case of my presentation I will concentrate more on situational leadership theory.

The development of situation theory has roots from Contingency theory in the late 1960s--- This theory states that there is no set of optimum leadership model in this world and that it depends on the situation encountered. Situational leadership theory began its development subsequently. It states that leaders need to adopt the most optimum leadership style based on different organizational situations. Among which, Fiedler’s contingency theory (1967) is most well-known.

The value of any theory is that it allows some level of prediction about future behaviors and provides a context in which to judge outcomes and benefits of different approaches.

Managers using situational leadership will make conscious choices between their use of directive behavior and supportive behavior. In directive behavior, they are relying on providing structure, control and close supervision for the people with whom they are working. In supportive behavior, they are relying on praise, two-way communication, and facilitating the work of their employees and co-workers. Supporting style and delegating style.

In the leading style, the emphasis is on control and close supervision of the worker. In the coaching style, the leader provides more explanation of what the job entails and solicits suggestions while still staying in control of the situation. With the supporting style, there is a team approach between the leader and follower with the leader emphasizing support of the follower rather than control. Finally, in the delegating style, the leader turns over responsibility to the worker.

Therefore The key for the successful situational leader is to know which of the four styles to use in a particular situation with a particular person.


How theory relates to the article;
The purpose of this study was to examine the relationship between a manager’s leadership style and the impact of that has on an organization. (Taiwan business organizations). The study looked at the impact that both adaptive and non adaptive leaders have on 6 (six) measures of productivity:
Measure of productivity
·        Absenteeism
·        Turnover rate
·        Quality of work
·        Rejects rates
·        Profitability
·        Unity produced

From the study situational theory of leadership appears to be a useful tool for identifying both adaptive and non adaptive leaders.

  • · Adaptive leaders tend head up subordinates and units that demonstrate higher levels of productivity.
  • ·        Non adaptive leaders tend to head up subordinated and units that demonstrate lower levels of productivity.
  • · Overall findings it can be reasonably concluded leadership adaptability is an organizational asset.

The important component in situation leadership is the ability success leaders have to adapt to a changing organizational environment. Leaders need to align their actions with their employees and structure of tasks. The theory of situations leadership indicates that the most effective leaders are those capable of using different leadership style in response to the demands of the situation and to the fluctuating maturity levels of their subordinates.

The value of this theory allows some level of prediction about future behaviors and provides a context in which to judge outcomes and benefits of different approaches. Looking at the relationship between leadership styles and organizational success leadership will differ according to the business environment(s).
Why applying this theory in organization?

A Situational Leadership Model helpful to managers in diagnosing the demands of their situation. Situational Leadership is based on the interplay among the amount of:

  • ·    Direction (task behavior) a leader gives
  • · Social-emotional support (relationship behavior) a leader provides
"Readiness" level that follower’s exhibit on a specific task, function, activity, or objective that the leader is attempting to accomplish through the individual or group. Readiness need to be evaluated in terms of his or her knowledge of the task, skills in performing the task and ability to meet the deadlines. (Readiness here referrers to abilities and willingness to do a job).

The theory involves matching your leader behaviors (those behaviors you use when attempting to influence someone else) with the needs of the individual or group that you are working with. It is adapting the combination of directive behaviors and supportive behaviors appropriately to the readiness of others to perform specific tasks or functions.

Situational Leadership gives us away as managers or as leaders to be just as professional as possible. It also says that we cannot be professional by leading. What Situational Leadership teaches is that you need to make your diagnosis first and then act on it to provide those things that can make a difference.

Clear explanation of limitations and shortcomings of the theory

1 The strength of situational leadership it practice the A’S of leadership
  • ·        Approachable
  • ·        Accepting
  • ·        Acknowledging
  • ·        Accountable
  • ·        Adaptable


2.  Empower others to lead
3.  Recognize achievement
4.  Situational leadership increases performance potential by using the following techniques;
·        Done through training
·        Tell the person(s) what you want them to do
·        Show the person(s) what you want them to do
·        Let them try
·        Observe the performance
·        Manager consequences

Shortcomings:
1.  This study was limited to high-technology companies.
2.  The study was conducted in Taiwan there is an issue of cultural influence {Taiwan’s culture is more about collective than that found in the USA} is it possible to generalize to the other cultural setting style of leadership and have the same findings?
3.  Participants were individuals who were already employed by the participants’ organizations. It is possible that there were already been a level of self selections among leaders employees and the organization investigated.

Discussion Forum:
1. What is meant by leadership from your own understanding?

2. Do you agree or disagreed that there is only one best leadership style?

3. The great leaders of the time such as Adolf Hitler (Germany), Abraham Lincoln (USA) and Mahatma Gandhi (India); were very successful to accomplish their goals in society; what leadership style did they use? 

References:
Silverthorne C., Wang T. 2001. Situational leadership style as a predictor of success and productivity among taiwanese business organizations. The Journal of Psychology 135, 4 399 -412 

Tuesday, May 8, 2012

Running Head:Empowerment and Gender Equality


Empowerment and Gender Equality in Developing Countries

EMMANUEL ALOIS TURUKA

WESTERN MICHIGAN UNIVERSITY

Main Argument
Empowerment and Gender Equality has helped women in developing countries (Sub-Saharan) Africa, in gaining access to participate decision making bodies in the local government. Progress in promoting gender equality and empowerment of women in local government has been hampered by different problems. Therefore The success of all these efforts will typically, depend more on the willingness of government on formulating policies which would eradicate the discrimination practices between men and women which still taking place in the society.
Introduction.
In most literatures it is clearly explained that Inequality between men and women arising from the unequal division of power in the society. As the World Bank 2001 report pointed out that,” In almost all developing countries women do not possess the same legal, social and economic opportunities, in power and political voices”. According to this report empowerment and gender inequality if well utilized are regarded as an important vehicle for increasing women's representation and advancing women’s rights.
It should be born in our mind that Women play a significant role in the development of Africa economies which is the foundation of politics and decision making. Despite all the effort they do still they lack an opportunity to be in decision making bodies because of traditional customs and modern segregation that women are inferior and they need to stay home. This situation tells that empowerment of women has not been fully integrated into policy formulation and project design. More efforts like capacity building and other measure needs to implement in eradicating the gaps between men and women in, economic, social and political life so that they can enjoy all opportunities like me.
Definitions of important terms;
The term empowerment has different meanings depending on the socioeconomic, political and cultural context in which it is presented. World Bank defines empowerment as the expansion of freedom of choices and actions and increasing one’s authority and control over the resources and decision that affects one life. (World Bank 2001). The core of the meaning of women’s empowerment lies in the ability of a woman to control her own destiny. Kabeer (2001), whose definition is the most widely accepted, defines empowerment as “the expansion of people’s ability to make strategic life choices in a context where this ability was previously denied to them” (Kabeer, 2001: 86). In other words Empowerment - is about people -both women and men- taking control over their lives: setting their own agendas, gaining skills, building self-confidence, solving problems and developing self-reliance, and expressing their voice. It is both a process and an outcome. No one can empower another: only the individual can empower herself or himself to make choices or to speak out. However, some institutions can support processes that can nurture self-empowerment of relegated individuals or groups.

On the other hand gender equality is defined as equal empowerment and participation for both men and women in all spheres of public and private life. This does not imply that both sexes are the same but rather that they are equal in rights and dignity. The emphasis here is that gender equality must be constantly fought for, protected and encouraged in order eliminating the pervasive discrimination experienced by most women and attaining more equal participation of men and women in the life of the community

Literature Review
According to reports on the Political Empowerment of Women (1999), it was cleanly explained in 1995 only 10%  of the members of legislative bodies were women and in 1999 there was an increase 0f 1% (11%) of women in decision making. In trying to solve the problem women activists came up with Beijing Conference which had two goals; first “take measures to ensure women’s access to and full participation in power structures and decision making” and second, increase women’s capacity to participate in decision-making and leadership and women should hold 50% of managerial and decision making posts by 2000. In accomplishing this mission decentralization was used as one of major platform of involving women at grassroots level to enter into decision-making.

Before the Beijing Conference, it was evident that women played only a small role a small role in the power and decision making structures in their countries. The goal of the Beijing platform was to reverse the situation of women by creating strategies to ensure equal representation of women at all levels.
According to Heise and Ellsberg (1999) around the world at least one woman in every three has been beaten coerced into sex, or otherwise abused in her lifetime. The core of the concept of empowerment lies in the ability of the women to control her own destiny. UNECA, 2004a; UNECA forthcoming, Longwe, 2000, World Bank, 2001, Sen, 1993 pointed out that, It is important to assess achievement in gender equality and empowerment within the framework of four broad interrelated areas: economic, social, political participation and women’s human rights (as shown in the table below)

Table 1. Overview of the different dimensions of gender inequality
Dimension of  capability
Form of gender inequality
Economic participation
Gender discrimination in access to and control over resources such as land, property, agricultural inputs, extension services, employment, and a wide range of livelihood opportunities. Women and girls are disadvantaged
Social participation
Gender discrimination in access to essential public services such as education, health, water, energy and social security and protection, community and family support.
Political participation
Gender discrimination in participating in decision-making processes, e.g. in political institutions and policy-making organizations, consultation, and the rights and responsibilities of citizenship. African women do not always participate in public and private (in the home) decision-making spheres to bring their priorities and needs into the agenda.
Women’s human rights
Women’s human rights are human rights violations that women face simply by virtue of being a woman. Women suffer various human rights violations that men do not, such as being deprived of schooling, forced marriage, and violence against women.

According to the ILO, 2008 Economic participation Employment report pointed out that the difference between female and male employment-to-population ratios were 22.7 percentage points in 2007 as well as in 1997. Women continue to face considerable barriers in African labor markets as a result of lack of education, inadequate access to training, discrimination, and cultural attitudes about their role in the workplace. The major challenges affecting the achievement of gender parity in formal employment include the low educational level of women and girls; lack of skills; labor laws that still disadvantage women in most countries and the continuous heavy burdens of unpaid domestic work, childbearing and childcare, which restrict the time and energy available for income-earning activities. 

Women in Africa experience greater challenges in accessing decent jobs than men. Women’s share of employment in the formal sector is still lower relative to men and their pay is on average lower than men’s pay for the same work. But the question still remains that there are still mixing outcomes to the evidence on how women are affected by those decentralization policies, and the extent to which they have been involved in shaping the implementation and results of those policies which indicates that women still face significant challenges at the local level. The evidence of this is the absence of a strong network between women councilors and women’s organizations which continues to rob women in local governments of a valuable source of support and encouragement.

Main discussion;
Gender disparities still persist in most of the developing countries as I have pointed before, but For real development to be efficient and effective both women and men should equally participate in the decisions processes that shape their lives. As  Rowlands 1995 argues that Empowerment is not only about opening up access to decision making but also include processes that lead people to perceive themselves as able entitled to occupy that decision making space. In other words the gender gap in earnings persists and women’s jobs tend to enjoy less social protection and employment rights than do men’s jobs. The differences between females and males are interpreted by society to create a set of social expectations that defines the behavior that are appropriate for women and men and that determine women’s and men’s differential  access to rights resources and power in society. The numbers of women in policy or decision making institutions cannot be taken to be the sole indicator of empowerment of women. The impact of women’s empowerment cannot be measured by the closing of gaps in parliament but by the amount of power and influence they wield towards changing the conditions of women in the country especially in rural areas. Our main discussion so far is how much progress has been made in removing these obstacles?

Empowerment and gender inequality if well utilized can benefit women by creating greater opportunities for women to express their views and exert influences in decision making at the local level. It will also fuel women’s empowerment and Promote gender equity; consider enhancing mechanism of participation and partnership should increase the effectiveness through the mechanism of full participation make sure that policy formulation resources management and service provision monitoring evaluation and feedback. The partnership between women, men and government must be based on mutual trust and understanding of the various actors, acknowledges that each has both strengths and weaknesses. Each actor must enable the other actors in their legitimate roles and hold them accountable if they step outside their legitimate mandates. Gender inequalities exist because of discrimination in the family and societal institutions and cultural and religious norms that perpetuate stereotypes, practices and beliefs that are detrimental to women. Khan (2003) points out increases popular participation in decision-making because it brings government closer to people, making it more accessible and knowledgeable about local conditions and more responsive to people’s demands. Central governments, located far away and preoccupied mostly with national and regional issues, fall short of adequately and efficiently providing services essentially local in nature.

Successful case of democratic decentralization and empowerment case in Africa: Rwanda
Over the last decades gender issue and women’s empowerment have received a remarkable attention on global. Good news about some African countries (Rwanda, Mozambique, South Africa. Burundi, Tanzania Uganda etc.) have attained 30% and above according to Beijing goal about women's representation of women in national parliaments such shown in the table below,
Rwanda is one of successful case with the highest women representation, as the President Paul Kagame during the official opening of a gender –training workshop for Parliamentarians in 1999 said that.  “It is imperative to our lawmakers, policymakers and implementers to have an objective and correct analysis of the gender question in order to design appropriate correctional policies and programs. The question of gender equality in our society needs a clear and critical evaluation in order to come up with concrete strategies to map the future development in which men and women are true partners and beneficiaries. My understanding of gender is that it is an issue of good governance, good economic management and respect of human rights” Peace Uwineza and Elizabeth Pearson 2009
  
Table 8. Female representation in parliament
Country
% Women
Quota
Rwanda
48.8
30% Reserved Seats - indirectly related Voluntary party quotas
Mozambique
34.8
Voluntary party quotas
South Africa
32.8
Voluntary party quotas
Burundi
30.5
Legislated quota for 30% women candidates on party
Tanzania
30,4
30% reserved seats
Uganda
29.8

Namibia
26.9

Female representation in parliament Source: UNECA 2008c
In justifying women in Rwanda have representation in very serious positions; it is worth noting that the President of the Supreme Court of Rwanda and the Minister of Justice are both women, as is the Executive Secretary of the Gacaca courts. Of the 12 judges on the Supreme Court, 5 are women giving a representation of 41.7%. Further, at the local administration level, under the decentralization arrangement, women occupy 26% of the posts on the executive councils of each province. According to Peace Uwineza and Elizabeth Pearson 2009) they observe that In 2003 Rwanda elected 48, 8% women to its lower house of parliament giving in the world’s highest percentage of women in a national legislature. In 2008 again women earned 56 %of seats in the lower house

With all the increase of women's representation do we have a quality of women in decision making? Has women’s participation made a difference to decision making? Although some of African countries have made some progress in women's representation in parliament and ministries, it is important to note that this higher representation of women has not yet systematically led to adequate budgets, institutional frameworks and policies for implementing gender program for gender equality (UNECA, 2007). The major challenges affecting effective participation of the women include illiteracy and lack of confidence that make the women unable to effectively articulate the issues and make contributions; gender relations of power and party politics. T

What should be done in making sure that empowerment and Gender Equity work for women?
  Empowerment and Gender Equality are a necessary condition for women's development but, not sufficient;
  Most of women lack of self-confidence and prevailing cultural and social attitudes
  Effective advocacy and lobbying strategies are also needed to ensure that more women attain top decision making positions as a natural result of their skills capacity.
  The partnership must be based on mutual trust and understanding of the various actors,

The above issues are very important for women's development. Empowerment is about changing unequal institutional relationships to equity relationship. Social Institutions which govern our democratic and economic development to all are very important in helping women in reaching and enjoying equality. Such Institutions are government policies, traditional norms and patterned behavior that discriminate women. The institutions that affect women’s lives are formal and informal. Formal institutions include the laws and rules embedded in state, private sector and civil society organizations at the local, national and global levels as well as international organizations.

Changing unequal institutional relations depends more on the mutual relationship between men and women in order to improve and change the laws, procedures, regulations, values, and ethics and are not benefiting women. Promoting affirmative action as an important strategy in bringing about transformation, and creating a critical mass of women in decision-making positions.

We also need a strong women's association to push and establish policies like things quotes for women, in different decision making bodies which will help to bring more women in political atmospheres and in economic development.

Together as the nation we need to review and challenge electoral processes and discriminatory practices against women. In addition, setting up a central fund for women’s political activities would also encourage women to aspire for leadership positions. For example, in Zambia, a campaign fund was set up to help women candidates. Ensuring that the legal policy framework allows for a constitution that promotes equality between the sexes as a base for all laws and regulations.

It is crucial to undertake inclusive participatory approaches in policy development that involve women as equal partners. In some countries laws that promote gender equality are in place; however the lack of enforcement of such laws leads to the perpetuation of gender inequalities and violence against women. In some countries, laws are in place, but interpretation of these laws is lacking and as such, they are not enforced. Promoting gender equality requires a multi-sectoral approach with all the sectors playing their role.

Conclusion
Empowerment and Gender Equality is a necessary condition, not sufficient; but the success of Affirmative Action with respect to gender balance can lead to positive changes with. It is true that most of women lack of self-confidence and prevailing cultural and social attitudes, problems that are often interlinked. A vice mayor for gender in a district in Butare summarized the problem as follows: Women always consider themselves inferior to men, and this came as a result of some cultural beliefs that women were created to be wives and take care of children.

The empowerment and autonomy of women and the improvement of their social, economic and political status are essential factors in the achievement of both transparent and accountable government and administration, as well as the attainment of sustainable development. Achieving the goal of equal participation of women and men in decision-making provides a balance which more accurately reflects the composition of society and is needed in order to strengthen democracy and promote its proper functioning. Women in politics and decision-making positions contribute to redefining political priorities, placing new items on the political agenda which reflect and address women’s gender-specific concerns, values and experiences, and provide new perspectives on mainstream political issues. Without the active participation of women and the incorporation of their perspectives at all levels of decision-making, the goals of equality, development and peace cannot be achieved.

From the discussion it is cleanly that form Africa countries show that some progress has been made in the area of women’s political empowerment particular in terms of increased awareness and sensitivity to women’s to women’s issues. A lot still needs to be done to increase women’s representation in policy and decision making to increase the knowledge skills and dexterity of women power policy and decision making. Effective advocacy and lobbying strategies are also needed to ensure that more women attain top decision making positions as a natural result of their skills capacity.

References

Africa, UNCFSP-TELP(United Negro College Fund Special Programs—Tertiary Education Linkages Project) Publication.Høgaard, L..Norris, P. (2000). “Breaking the barriers:  

Gumbi, R.V. (2006). “Women in higher education leadership in The 21st century: address at the launch of WHEEL,”September 2005, Protea Hotel President, Capetown. In UNCFSP-TEL). (2006). 

“Gender equity development in higher education in south africa.” South positive discrimination policies for women.” In J. Klausen, & C. S. Maier (Eds.), Has Liberalism Failed Women? Parity, Quotas and Political Representation. (Ch.10)New York.: St.Martin’s

Press. Nzomo, M. (1997). “Kenyan women in politics and public decision making.” In G.Mikell (Ed.), African feminism:the politics of survival in sub-saharan Africa.  Pennsylvania: University of Pennsylvania Press. Google Book Retrieved from  http://books.google.co.za, pp. 232-256.

Sadie,Y.(2005). “Women in political decision-making in the sadc region.” Agenda, No. 65, 17-31. Bird, R. and Vaillancourt, F., eds, 1999. Fiscal Decentralization in Developing Countries. Cambridge: Cambridge University Press

Kabeer, Naila.( 2001). “Reflections on the Measurement of Women’s Empowerment”, in Discussing Women’s Empowerment-Theory and Practice, Sida Studies No. 3, Stockholm: 

NovumGrafiska AB Kabeera, Eric. Rwanda tops region in infant, maternal health (New Times, Kigali – Rwanda, Monday 1st of November, 2010: http://www.newtimes.co.rw/

ILO, (2008) Global Employment Trends for Women, Geneva

International Plan of Action on Ageing, UNECA, Addis Ababa.

Voice, World Bank Research Report, Washington, D.C.

UNECA (2004a). The African Gender and Development Index.  (ECA) Addis Ababa.
UNECA, (2008c), 

The State of Older People in Africa –2007: Regional review and appraisal of the Madrid
Sen A, (1993) Capability and well-being, in Amartya Sen and Martha Nussbaum (eds.), The quality of life, Oxford, Clarendon Press.

Report of the Inter-Agency Committee on Women and Gender Equality on its fifth session, UN Administrative Committee on Co-ordination, 6 March 2000; ACC/2000/3

World Bank, (2000), Can Africa Claim the 21st Century?, The World Bank, Washington DC.

World Bank   Engendering Development Through Gender Equality in Rights, resources and voices 2001 Peace Uwineza and Elizabeth Pearson Edited by Elizabeth (2009). Powley Sustaining Women’s Gains in Rwanda: The Influence of Indigenous Culture and Post-Genocide Politics

Monday, May 7, 2012

Running Head: ORGANIZATIONAL CULTURE


WHAT IS ORGANIZATIONAL CULTURE?

EMMANUEL A TURUKA

WESTERN MICHIGAN UNIVERSITY

Organizational culture is seen as static; When implementing change what are the most important components of culture that need to be addressed to facilitate change?
Organizational culture is made up of the values, beliefs, underlying assumptions, attitudes and behaviors shared by a group of people. Culture is the behavior that results when a group arrives at a set of generally unspoken and unwritten rules for working together. An organization’s culture is made up of all of all the life experiences each employee brings to the organization. Culture is especially influenced by the organization’s founder, executive, and other managerial staff because of their role in decision making and strategic directions. An organization’s culture develops to help it cope with its environment.
Culture is shared rituals virtual norms values and assumptions of a group every  one who has ever worked for the organization played some role in shaping its culture in most organization’s the executives ,  director play a very major role in the culture yet all staff play a role even those who feel discounted to their organization’s culture. Organizational culture comprises the normal practices and customs of a certain organization by practice I mean the beliefs held by workers and managers in the organization about the way operating ought to work while the practice and customs that have become the norm and various factors are valued either positively or negatively. As Martin (2001) argues that, “much neglected in many attempts to enlighten organizational cultures: hence fail to demonstrate success because of problems in defining measuring successful outcomes”    
Culture is deep seated and difficult to change, but leaders can influence or manage an organization’s culture. It is important to understand how deeply the roots of organizational culture go. Organizational culture is rooted in their shared tacit assumptions of the organization. Organizational culture provides members of the organization with stability, consistency and meaning. Organizational culture change is necessary to support almost all organizational change efforts; strategically, structural, or process. The problem organizational cultural change can be slow and frustrating, but the benefits can include dramatically improved organizational performance. Organizational culture has a powerful effect on the performance and long term effectiveness of organizations.
How can we change the culture through variable i.e. Changes occur through a management directive and intervention or through root metaphor whereby changes occur through natural evolution all members influence culture. The organization decided to change its culture it must understand the current culture then decide what the organizational culture should look like to support success what vision does the organization have for its future and how must the culture change to support the accomplishment of that vision. Key components are;
·         Values – basic beliefs and concepts
·         Heroes – personify cultural values
·         Rites and rituals – public performance that display and enact values
·         Cultural network – primary carrier of cultural information
Executive support in the organization must support the cultural change and in ways beyond verbal support. They must show behavioral support for the cultural change. The executive must lead the changes by changing their own behaviors. It is extremely important for executives to consistently support change. Individuals in the organization must decide to change their behavior to create the desired organizational culture.
Culture is the environment that surrounds you at work place all the time. Culture is a powerful element that shapes your work enjoyment, your work relationship and your work processes. Culture is like a personality, the personality is made up of values, beliefs, underlying assumptions, interest, experiences, upbringing and habits that create a persona’s behavior. Organizational cultures are created to maintain and transformed by people. An organizational culture is in part also created and maintained by the organization’s leadership. Productive cultural change will occur if leaders correctly analyze the organization’s existing culture, and evaluate it against the cultural attributes needed to achieve strategic objectives.
Important steps
1.  Clarify what does not seem to be working in the culture and get specific about how this element is holding the organization back.
2.  Informally and formally develop allies. It is almost impossible to have an effect in a culture by yourself involve other people
3. Formally define the business problem without defining specific issue that staff can work together to correct or improve discussions of culture become underground in reality.
Culture provide a lens through which its members interpret interact with and make sense of reality, it also help to explain patterns of behavior and thought that characterized individuals and the groups with which they are associate hence it focuses on values attitudes and beliefs of members. Organizational culture provides meanings for routine organizational events, thereby reducing the amount of cognitive processing and energy members needed to expand through the day.
Explain the potential barriers that exist to prevent change and why they are not easily overcome
Changing organizational culture is difficult but it is the best way to ensure that the organization operates more safely in the future. Culture is a complex communicative phenomenon rooted in the history of the organization's events. Culture is a changeable by management. Changing organizational culture is the toughest task, because organizational culture was formed over years of interaction between the participants in the organization it can feel like rolling rocks uphill. Organizational culture matches the style and comfort zones of the company founder cultures frequently echoes the prevailing management style. Since managers tend to hire people just like themselves the establishment organizational culture is reinforced by new hires.
Organizational culture grows over time people are comfortable with the current organizational culture. People consider culture change a significant event which rocks their world and get peoples' attention. As Tobias & Wilson (2004) argue, “in many organizations change intervention is a fear, it is like the mosquitoes in the night that swarm around the swamp of organizational power” therefore fear in many cases paralyzes initiatives, and as many scholars argued it accelerate the nakedness of accountability. If you recall the case of NASA which you brought in class; in this case placing the mission ahead of safety concerns was the first priority, however when a strong focus on the mission begins to affect safety organization should start to think about change, and how to go about the only way to change is to concentrate on organizational culture.

Therefore when an organization needs to make changes in culture, the changes must be demonstrated and practiced on a continual basis. The toughest thing about changing culture is that without someone focusing on keeping the changes permanent, the culture usually reverts back to the way it was. We should keep in our mind that always changes must be incremental and institutionalize. I for one believe strongly that here is no one right way to achieve an inclusive organizational culture change given that organizational is constantly changing. To navigate smoothly through the change process, an organization needs visible leadership, and its leaders will need ongoing coaching so they can model the necessary skills, behaviors, and attitudes effectively and with authenticity. If leaders are given the opportunity to practice and improve, the results will come.

References:
 Eisenberg, E.M.,Goodall,H.L & Trethewey A. 2007. Organizational Communication: Balancing Creativity and Constraint (5th ed). Boston: Bedford St. Martins
Martin, J. (2001). Organizational culture: Mapping the terrain. Thousand Oaks: Sage.
Tobias, L.L., & Wilson, N. 2004. The thriving person and the thriving organization. Parallels and Linkages Consulting Psychology Journal: Practice and Research Winter 2004