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Study is about learning & adapting various organizational changes taking place in any firm & its influence on outcome

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Diagnosing and analyzing the organizational culture

The culture of Sanitarium is based on the core ideas of caring about the community. Products of the organization are developed taking into consideration of the fact that they are high in nutrition. Another instance of Sanitarium`s initiative to ensure that it is ethically responsible in maintaining the well being of the community is the fact that it follows a strict vegetarian and non-vegetarian policies for its products. Todd Saunders further explained that all the employees of Sanitarium are passionate towards providing a healthy diet that earned then the title of the most trusted breakfast of Australia (Saunders, 2015). Here it is important to mention that Sanitarium also makes a considerable contribution towards the community not only by ensuring the quality of the product but also share the profit that the organization earned with the welfare of others. Sanitarium is actively involved with the Seventh - day Adventist church by ensuring that the products that they made are in collaboration with the teachings of the church. The organization in spite of the changes in the contemporary business world has taken the initiative that all the employees are aware of the mission that the organization follows (Sohrabi et al.,2008). Humility and integrity are few of the other important values that determine the production and marketing policies. The employees in the organization or the managers for that matter are not profit minded and makes sure that they treasure the genuine experiences that are provided to the customers.

Evaluating the change effort adapted in Sanitarium

The change in the organizational policies has been owing to the fact that there has been a change in the preferences of the customers. Customers apart from the health quotient of the product also want a product that is easy to grab. Thus, Sanitarium has taken the initiative to cater these changing preferences of the customers (Lindberg, Nichols & Yam, 2017). The first major change that the organization has taken on to consideration is shifting from cereal based to a beverage based organization. The organization took an extensive survey and changed the product line by the year 2012 (Beech et al.2017). The initiative that the organization taken is a part of the overall mission of the organization ensures that the products that are developed are high in quality at the same time is according to the preferences of the customers. Another change that the organization has made is making all the employees a part of the policies that are formulated in the organization. By the year 2011 there was an introduction of biannual culture survey highlighted the acceptance of the employees. The organization culture inventory and organizational effectiveness inventory are some of the toils that are taken by the origination (Trevena et al.,2014). All these measures have paid off in a positive manner for Sanitarium. The retention rate has increased by the year 2013. The organization has also won the ward of employee choice in the year 2014 revealing the fact that Sanitarium is one of the best organizations in terms of HRM policies and practices. Owing to the change in the preferences of the customers there is a growing need among the employees to be aware of the changes that are to be incorporated (Sanitarium.com.au., 2018). Sanitarium has also made use of e-learning programs and elements those results in transparent work culture.

Examining the factors that influence the outcome of the organizational change

The primary factor that resulted in the effectiveness of policies is the willingness of the employees to be a part of the long term organizational goals. Here it is important to mention that the leaders of Sanitarium also played and important role in ensuring the effectiveness of the policies. Sanitarium made sure that they were aware of the changes that are there in the industry and also accept the lack that they are having. As one of the core policies of Sanitarium it has always tried to make sure that all the stakeholders who are associated with the organization gains along with the company (Wilkinson, 2015). Thus this policy has resulted in the initiative of developing one of the most nutritious healthy breakfast ranges. The organization was able to gain the preferences of the customers who preferred all the products that the organization made. This loyal preference of the customers also increased the responsibilities of the managers to make sure that they adapt along with the changes in their preferences. Another factor have positively impacted the change in change in the organization is the fact that managers in Sanitarium have made sure that the employees and the leaders are together a part of the policies and the practices that are included (Pulker, Scott & Pollard, 2018). The collaborative policies that are taken in Sanitarium have also allowed exchanging the ideas and feedbacks regarding the policies.

Critically evaluating the impact on organizational performance, effectiveness and reputation

Sanitarium considered humility and integrity as one of its core policies. Thus the change and initiatives that are taken must include both the wellbeing of the employees as well as the customers. From its inception in the year 1989 Sanitarium gas maintained a strict policy of being a part of the community (Beech et al.2017). All the core policies and the mission of the organization included the initiative of being a positive contributor towards the wellbeing of the community. Here it is also important to mention that the strict polices and measures on the part of the managers of the organization to make sure that the products developed passes the strict criteria of quality and nutrition are also one of the success factors. These policies of the organization have made Sanitarium one of the most preferred breakfasts from the period of 2013-2016 (Hokin et al.2004). The organization also gained the reputation of being the most trusted Breakfast Food in Australia. Sanitarium has gained quite a reputation not only with the customers but also with the employees of the organization. In the year 2014 the organization won the award for Best Employer owing to the policies and practices. Not only that the tools of cultural survey that the organization took resulted higher satisfaction of the employees.

Evaluating organizational learning mechanisms with respect to their capacity and active involvement of internal stakeholders

The engagement between top management and employees is the key to success for overarching success of Sanitarium. As we have found in the case study, it has been successful in encouraging the employees in fitting into organizational culture as well they are being trained to live by organization's morals and values. According to Saunders, the organization thrives upon making real life positive difference in the communities; employees working here are entitled to contribute towards cause of Sanitarium sharing the health and hope determinants for the business (Saunders, 2015). The training programs are mostly served with shaping employee towards favorable organizational culture. Under Hartnett's leadership, the focus was to create a culture that maintains integrating and performance. Leaders were foremost involved in the training and development process of culture, where they are having the ability challenging the status quo. They used biannual culture survey in order to ensure a link between sanitarium value and what it actually measures. Through survey, employees were encouraged to champion organizational change process (Sanitarium.com.au., 2018). Different initiative such as annual team meeting, leadership meeting and group meetings were organized to facilitate a learning culture. Performance management is also a mechanism used at the organization via an online performance measurement system iGro. It promotes multichannel communication and focuses on individualistic performance goals needed for goal setting. For the initiatives taken by Sanitarium, they are awarded with best employer of choice (Pulker, Scott & Pollard, 2018). The learning programs are valuable to exploit the full potential of workforce. This situation is more known organizational citizenship behavior, where valuing truly remains imminent until now.

Recommending the next phase of learning and change

The next phase is to build high performance culture to ensure high level of vitality and relevance to the organizational citizenship behavior. It is necessary to set a common goal and behavioral metric for the employees so that business goals are aligned with employee interest. This is related to revitalize organizational health which is an ability to align, execute and renew the behavioral with fast pace (Saunders, 2015). It is also necessary to focus on only few changes in organizational culture which matters most; Sanitarium has already developed an ability to encourage employees and aligning their behaviors with that of values and ethos of it. Leaders have to feel on these organizational elements in order to inspire innovation, people development and customer centric organization. Talent acquisition through market survey can also lead to change in the organization and employees can be exposed to new market development scenario Sanitarium.com.au. (2018). Simulation programs and organizational training are necessary to build relationship with customers as well the sales force incentive for not only bottom results rather it ensures a fulfilling environment for the employees. Creating a performance management process is also necessary to creates sustainable growth of the organization from employee level. An archaic management model has to be avoided and a merit based performance management system will be needed to develop. A transparent reward system is more than welcome for the organizational health for articulating shared goals and objectives (Beech at al.2017). These ideas just not only increase equity and inclusivity in the organization rather it affects organizational cultures.

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