READING 1 When attempting to reinforce a new culture of collaboration it is important to consider that there will always be individuals who are reluctant. This reluctance often stems from those employees that feel the need to be recognized and standout from their peers. These employees often discourage collaboration because they are unwilling to share their knowledge and often put their own needs before the company’s. As was discussed in earlier weeks these employees lack congruence and do not allow the organization to take full advantage of it’s intellectual capital. To counter such a problem it may be beneficial for management to form teams. By establishing teams and assigning team-based tasks individuals who refrain from collaboration would be put in a setting in which they would be required to share their knowledge and experience. It would seem as though these individuals would be unlikely to withhold their knowledge and experience while participating in team tasks because their nature is still one of competiveness and they would likely still strive to be successful.             According to Katzenbach (2008) establishing a culture of teamwork and collaboration should begin before new recruits are hired. Human resource personnel should not only go through the standard matching process of seeking out recruits based on competency and experience but should pay special attention to examples of how the recruit performed in team settings or how they have demonstrated an ability to share knowledge and assist others. Katzenbach (2008) also states that it is important for organizations to have recruiters who value collaborative individuals and are collaborative people themselves.             Establishing a culture of teamwork and collaboration also requires a strong mentoring process (DuFour, 2004). A junior employee who is mentored learns early the importance of teamwork and collaboration as their success early on is often determined by the guidance they receive by their mentors. Increasing the number of mentors reinforces the idea of the importance of sharing knowledge through collaboration. Just as in the previous examples organizations should seek to recruit and retain experienced managers that recognize the importance of mentorship and collaboration. Establishing a mentor program with a senior member of the organization who does not fully accept the role will likely have the opposite affect and may demonstrate a culture of individualism rather than collaboration. For this reason DuFour (2004) suggests mentors should be accepted only on a volunteer basis.             Structuring the organizations reward system to benefit members of teams rather than individuals can also help to establish a collaborative culture. Many believe that individuals should not be rewarded in team-based settings because it decreases the collaborative effort and puts the emphasis back on the individual. By rewarding the team the employees receive reinforcement that ...

1. READING 1
When attempting to reinforce a new culture of collaboration it
is important to consider that there will always be individuals
who are reluctant. This reluctance often stems from those
employees that feel the need to be recognized and standout from
their peers. These employees often discourage collaboration
because they are unwilling to share their knowledge and often
put their own needs before the company’s. As was discussed in
earlier weeks these employees lack congruence and do not allow
the organization to take full advantage of it’s intellectual
capital.
To counter such a problem it may be beneficial for management
to form teams. By establishing teams and assigning team-based
tasks individuals who refrain from collaboration would be put in
a setting in which they would be required to share their
knowledge and experience. It would seem as though these
individuals would be unlikely to withhold their knowledge and
experience while participating in team tasks because their
nature is still one of competiveness and they would likely still
strive to be successful.
According to Katzenbach (2008) establishing a culture
of teamwork and collaboration should begin before new recruits
are hired. Human resource personnel should not only go through
the standard matching process of seeking out recruits based on
competency and experience but should pay special attention to
examples of how the recruit performed in team settings or how
they have demonstrated an ability to share knowledge and assist
others. Katzenbach (2008) also states that it is important for
organizations to have recruiters who value collaborative
individuals and are collaborative people themselves.
Establishing a culture of teamwork and collaboration

2. also requires a strong mentoring process (DuFour, 2004). A
junior employee who is mentored learns early the importance of
teamwork and collaboration as their success early on is often
determined by the guidance they receive by their mentors.
Increasing the number of mentors reinforces the idea of the
importance of sharing knowledge through collaboration. Just as
in the previous examples organizations should seek to recruit
and retain experienced managers that recognize the importance
of mentorship and collaboration. Establishing a mentor program
with a senior member of the organization who does not fully
accept the role will likely have the opposite affect and may
demonstrate a culture of individualism rather than
collaboration. For this reason DuFour (2004) suggests mentors
should be accepted only on a volunteer basis.
Structuring the organizations reward system to benefit
members of teams rather than individuals can also help to
establish a collaborative culture. Many believe that individuals
should not be rewarded in team-based settings because it
decreases the collaborative effort and puts the emphasis back on
the individual. By rewarding the team the employees receive
reinforcement that collaboration and teamwork are required for
success. Not all situations and job types are suitable for team-
based work and in these situations establishing some type of
profit sharing incentive can still function to increase
collaboration. In the case of city employees where profits are
not the goal of the organization other types of team incentives
such as days off or special recognition could be considered.
References
Katzenbach, S. (2008). Enhancing teamwork and collaboration
in your unit. Innovation
Insights, 2. Retrieved from
http://www.psu.edu/president/pia/innovation/insights002.pdf
DuFour, R. (2004). What is a professional learning community.

3. Educational Leadership.
Retrieved from http://staffdev.mpls.k12.mn.us/sites/6db2e0f-
8a2d-4f0b-9e70-
e35b529cde55/uploads/What_is_a_PLC._DuFour_Article_2.pdf
READING 2
When implementing any changes there will be challenges along
the way and concerning an organization’s culture this can be
one of the toughest to change. But first, what is organizational
culture? It is defined in our text as “the values and assumptions
shared within an organization”. An organization’s culture is the
unseen norm within the company, something that is just known
and employees continue to work and make use of. It is what
makes the company what it is and those that mainly determine
what the culture maybe, are those in the top positions within the
company. Often times the values of managers and bosses are
those that become part of the organizations culture and the
employees’ look to those in these top positions for signs of
whether particular behavior and actions are acceptable. This is
how the culture is created (Time, n.d.).
However, there is a great challenge with changing an
organization’s culture one of the first being, that employees
must understand the need for the cultural change. Without some
sort of explanation as to why the company is steering towards
another culture, many employees may be reluctant to change.
This is because they may not trust something they don’t

4. understand. Another challenge would be that the organization
may have limited resources and making cultural changes would
require time and effort the company may not want to shift
towards from areas; areas that maybe more critical to the
company at that present time. Also, there maybe challenges with
a lack of motivation demonstrated by employees, especially
those that have been with the company longer, because for them
the need to change would seem futile.
Concerning ways in which to reinforce a new culture of
teamwork and collaboration within a city government
organization, the organization can begin by firstly placing
employees into small teams within different departments. These
teams can then begin weekly/daily meetings with “icebreaker”
exercises, where fun facts can be shared amongst employees. Or
the organization can allocate social events on its agenda
throughout the year for employees within different departments
such as pot-lock-lunches, sport events, group hikes or even
special retreats (Heathfield, n.d.). These events not only are
fun, but also help employees to work together and learn more
about each other outside of just the workplace, which can help
with each teams relationship and overall team cohesion.
Another suggestion would be for the organization to go a more
non-traditional route when establishing employee teams, where
a mix of employees of different talents and identified strengths
are placed into teams. This can include employees of different
experience levels as well, where younger team members can
help to provide fresh new innovations to the group, but with
older more experienced members providing added knowledge
from past experiences. This then not only encourages teamwork,
it can spark added creativity within the work. environment.
Lastly, work stations can also be adjusted within the company
to be more group oriented and open, rather than individualized
with cubicles and being more private (Murray, n.d.). This then
encourages groups to continue making use of each other’s idea/

5. input and communication can remain constant.
References
Heathfield, S. (n.d.). How to build a teamwork culture.
Retrieved on Thursday, June 19th 2014 from
http://humanresources.about.com/od/involvementteams/a/team_
culture.htm
McShane, S. and Von Glinow, M. (2013). Organizational
Behavior. New York, New York: McGraw-Hill Irwin
Murray, A. (n.d.) How to change your organization’s culture.
Retrieved on Thursday, June 19th 2014 from
http://guides.wsj.com/management/innovation/how-to-change-
your-organizations-culture/
Time, F. (n.d.).What is organizational culture. Retrieved on
Thursday, June 19th 2014 from
http://smallbusiness.chron.com/organizational-culture-
74302.html
READING 3
Resistance to Change
There are many reasons for resistance to change such as

6. fear of the change, not having been consulted, poor
communication, changes in routine, low trust, misunderstanding
about the need for change, exhaustion or a change in the status
quo (Connelly, 2014).
Most of the time though the resistance is brought on by fear;
fear that the employee will lose their job, fear that they will
lose pay, or even fear that they will lose seniority. Most of the
time these fears can be avoided by proper communication of
why the change is being made, who will be affected, what will
be changed and why, and what the new responsibilities of each
individual are.
There are many ways to spot a resistance in change as well.
Some of these indicators are:
•Aggression and anger
•Unusual flare-ups of emotion
•Employees encouraging and mobilizing resistance
•Staff portraying themselves as innocent victims of
unreasonable expectations
•Insensitive and disagreeable behavior
•Not meeting key performance areas (missing meetings and not
responding to emails, for example)
•Increased absenteeism, late arrival
•Not responding, not listening, seems disinterested
•Active attempts to disrupt or undermine work /
projects (Kimball, 2014)

7. Two of the main types of resistance that may be
portrayed in the case that is presented to us where change in
management duties or structure of responsibilities would be
failure to meet key performance areas such as missing meetings,
not responding to emails promptly, or even not meeting sales
quotas. They may even portray themselves as innocent victims
of unreasonable expectations. They may complain that they are
being sidestepped or have lost value because of the changes, or
that they have been demoted when in reality their duties have
changed.
To avoid these types of resistance the response of top
management should be to make sure that the reason for shifting
of duties and change is in the best interest of the company and
why those changes need to be made. The proper communication
as well as involving the managers in the process of change by
using their ideas to help make the change possible may make
them feel more important and not pushed aside. If attention to
this matter is addressed correctly and in a timely manner you
can avoid other types of resistance that could be much more
hurtful of the company change such as deliberate attempts to
disregard work or purposeful disruptions of the
change (Warrilow, 2009).
Anger and flare-ups of temper, or the neglect of duties can also
happen as a type of resistant that would set a poor tone for the
employees who are under the management. This would create
more resistance that the company needs to deal with. As a final
result to resistance the managers who are not complying may
need to be terminated and new managers who are more willing
to comply hired in their place (Warrilow, 2009).
Change can be difficult to many people who have gotten
used to the way things operate. If the company addresses the
issues that may arise before the change is put into place and

8. uses good communication of what the changes are, who and how
employees will be effected and what the end results will be, the
process of the organizational change will be much easier for all
involved and there should be good results in the end.
References
Connelly, M. (2014). Manage Resistance To Change
Proactively. Retrieved 06 19, 2014, from Change-Management-
Coach.com: http://www.change-management-
coach.com/resistance_to_change.html
Kimball, R. (2014). Frustrated By. Retrieved 06 19, 2014, from
Change-Management-Coach.com: http://www.change-
management-coach.com/resistance-to-change.html
Warrilow, S. (2009). Resistance to change. Retrieved 06 19,
2014, from Strategies for Managing Change:
http://www.strategies-for-managing-change.com/resistance-to-
change.html

9. READING 4
There is always a change constantly, these change might be
good or bad depends on the situation and conditions. In a
similar way, the changes in the organization are called as
organization change. According to the Batemen & Snell
“change happens constantly and it is unpredictable. Some
reasons given for this change include emergence of new
markets, new competitors and a shift in the
demographics”(2011). This shows the changes can happen
without predictable; it could be happen due to internal conflicts
or external conflicts. Having changes in a organization keep
interesting and something that employees have to learn
constantly. In the above quotes the author points it out that

10. competitive advantage is dependent on the particular
circumstances at a particular time. There is always some things
in organization that keeps changing over time, which make
employees to seek the new knowledge and keep update with the
technology world.
Many authors have quoted the employees resistances to change
in the organization and the process of changing. According to
the Peccei, “capacity for change is significantly affected by
employee resistance to change”(2011). The case is presenting
shows the two major factors that can affect the resistances in
employees. He also points out that resistances can be changed
depending on the extend to which the employees see the change
to have the beneficial or negative affect on the them or even the
organization. This will the is the involved of the employees
come into the picture in changing process.
Changes can happen at any given point which includes the good
time or bad time for instances, The last quarter sales of the
company would be great and the managers are all hyped up and
motivated the employees to the limits to get maximum work.
All of the sudden, the employees might receive a notice saying
that they are not in charge of the manufacture department
anymore, even though employees’ have given their best. These
changes are hard to digest by the employees’ but it even harder
to make those decision by the management. However if the
organization demands the change, even management has no say
against it except to imply it.
Considering these change can benefit the organization or hurt
the organization. The only way to test is to experiment it,
According to the Bateman & Snell, “sudden increase in tuition
at the middle of the semester and it is effective starting the
beginning of the next semester” (2011). The response to this
quiet obvious. Students will wants to know why the increase
and why so abrupt. Did senior management of the school just
realize the need to increase the tuition? They added that
managers or others initiating a change often forget that others
have not given it a thought. In this case, senior management has

11. inform the personnel involved and allow time for them to think
about the change and prepare for it. There are some basic
considerations that senior management can reflect over and
much of the resistance from lower level employees will be
minimized.
Reference:
Bateman, T. & Snell, S. (2011). Management. 2nd edition. New
Your, NY: McGraw-Hill/Irwin.
Peccei, R., Giangreco, A., & Sebastiano, A. (2011). The role of
organisational commitment in the analysis of resistance to
change. Personnel Review, 40(2), 185-204. Retrieved June 20,
2014 from :
http://search.proquest.com.proxy.davenport.edu/docview/84800
3993?accountid=40195