Structural Approach to Changing Organizational Cultural Values
Mohammad Essawi, Oleg Tilchin

Abstract
Changing organizational cultural values involves a revelation of desired organizational cultural values and internalization of these values by employees. A value structure engendered by existing relations among values serves as kernel of a suggested structural approach to changing organizational cultural values. The value structure allows to introduce a concept of structural complexity internalizing organizational cultural values. The approach is represented by a sequence of procedures. Dividing the value structure into substructures, taking into account their structural complexities, allows an order to be created internalizing the desired values and provides lesser resistance of employees in internalizing the values. Assigning accountability to leadership team members, adjusted with the structural complexity of internalizing the values, forming behavioral tasks for internalizing each value, and the setting of a task performance measure are realized by a detailed strategic plan for internalizing the desired organizational values. Self and peer-constructive confrontation is engendered, owing to the use of different stimulation and facilitation mechanisms, and allows the channeling of energies of employees towards effective performance of the behavioral tasks. It provides productive internalization of desired organizational values by employees. Fitness of current states of internalization of the desired organizational values to their required states is determined through the use of the corresponding extent during evaluation of the value internalizing process.

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