Company X Case Study Assignment

Organizational culture is the “values and beliefs that people have about an organization and provides expectations to people about the appropriate way to behave” (Kinicki, 2013, slide 3). Corporates can change Changing organizational culture can be a process using one or more of the eleven strategies, (1) formal statements, (2) slogans & sayings, (3) stories, legend, & myths, (4) leader reactions crises, (5) role modeling, training, & coaching, (6) physical design, (7) rewards, titles, promotions, & bonuses, (8) organizational goals & performance criteria, (9) measurable & controllable activities, (10) organizational structure, and (11) organizational systems & procedures (Kinicki & Williams, 2013, p. 236-137). Like stated before organizations

While Roger was at the VA hospital in Phoenix, an RN case manager came to talk with him. She did an assessment on him that included his medical and social background, so she could make sure that Roger has a safe discharge. Her job is to make sure that when Roger discharges from the hospital, he will have resources in place to help him get better, and to avoid getting so ill that he has to go back into the hospital.

$1,618,000 + $583,000 = $2,201,000 which is higher than the total in Problem 6.5 ($2,187,000).

Internally, organizational culture, a set of important assumptions that members of an organization share in common, should be established to provide meaning, direction, and a basis for action (Pearce & Robinson, 2004). The organization would benefit if leaders promote and identify key themes and dominant values within the organization to reinforce competitive advantage they seek to maintain and build (Pearce & Robinson, 2004).

Establishing a culture that allows the organization to build and achieve its strategic objectives is important. A defined organizational culture provides the ground work for development and strategic planning. This established culture will aid in the planning process. The success of an organization relies on its leadership. A good leader must possess the characteristics to lead the company toward achieving desired strategic goals. A good leader must provide an environment where people want to work, succeed, and stay, however every employee will not remain with the organization. When this occurs top executives must evaluate where the organization stand to obtain a clear insight of its strengths, weaknesses, and opportunities for improvement. The organization established peer groups to develop strategies to retain employees. This will provide a realistic view on how to create a plan around the knowledge gained. Employees who use their strengths and talents are less likely to leave the organization at the first sign of trouble. Employees perform best giving the opportunity to utilize their talents to complete daily tasks. Baptist Memorial

To what extent can organisational culture be managed? Is organisational culture critical to the success of an organisation?

The risk factors when dealing with corporate culture are numerous and should not be understated. If ignored a festering corporate culture can be detrimental to the health and longevity of a company, a prospering culture can have an equal and opposite effect. While management might be limited in quickly changing a company’s underlying corporate culture, especially in the aspect of underlying assumptions as previously discussed, there are some cases where a change, even a slow one, might be required. It is important during these culture changes to use outside personnel to fully identify the current company culture and be cognizant of the results the change will have, consult personnel about the change and solicit feedback, and implement the

In today’s dynamic business environment leadership must understand the value and importance of their organizations’ culture. While it may never be formally defined, leadership must have a vision of their intended culture and a plan for creating and maintaining it. This vision will serve as the potter’s clay that determines everything from the dress code to the organizational structure. This paper examines two methods organizations can choose to create and maintain a healthy culture.

An organization’s culture governs day to day behavior. This type of power may be seen as a control mechanism, which businesses use to manipulate internal and external perception. Every organization has a set of assumed understandings that must be adopted and implemented by new employees in order for them to be accepted. Conformity to the culture becomes the primary basis for reward by the organization. “The role of culture in influencing employee behavior appears to be increasingly important in today’s workplace, as organizations have widened spans of control, flattened structures, introduced teams, reduced

“Organisational culture is the pattern of basic assumptions that a given group has invented, discovered, or developed in learning to cope with its problems of external adaptation and internal integration, and that have worked well enough to be considered valid, and therefore be taught to new members as the correct way to perceive, think and feel in relation to those problems” (Schein, 1984). This definition elaborates the key characteristics of an organisational culture such as group, problems, perpetuation and interpretation. Deal and Kennedy (1982) provides a shorthand definition of Organisational culture as “the way things get done around here”. Every organisation is unique, some with more distinct cultures than the others. Furthermore, firms with the ‘right’ set of attributes can obtain sustained superior financial performance from their cultures (Barney, 1986). In this essay, we will critically analyse how culture affects an organisation’s business performance and also will elucidate on the concept of cultural evolution by studying various aspects of cultural perpetuation. We will also analyse the role of executives in managing an organisation’s culture and further, these propositions will be discussed with relevant examples.

Organizational culture has been described as shared values and beliefs that underline a company’s identity. A strong culture that encourages employees from the top to the bottom in adaptation and change can increase organizational performance by energizing and motivating employees, shape behaviors, unify personnel in the goals / objectives and align employee’s actions with the priorities of the company (Daft, R., 2013). Creating a constructive culture should be a manager’s top priority because the right culture will propel a company into a top performer in its industry.

Through extensive analysis from the customer satisfaction surveys, and research from the satisfaction task force, Company X found three major problems areas. The company's programs reflect poor quality, the development times are taking longer than the projected due dates and a small portion of employees are discrediting the company name and values. Each of these problems has contributed to the main problem; the increasing rate at which Company X is losing customers and revenue.

The need for administration and management to focus on managerial strategies is paramount within an organization. The potential impact these strategies may have on an organization are extraordinary. Managerial strategies and organizational cultures impact decision making and organizational performance. Management strategies shape and define organizational culture, which in turn affects decision-making and performance. Successful organizations of the 21st century are those that can manage change effectively; they have the right management strategy in place to develop a strong organizational culture which leads to correct decision making and strong performance. Failed organizations are those that were aware that changes needed to take place, but were challenged with implementing a managerial strategy that stuck. Organizational culture is a living entity in which all members share meaning, and the management strategies within the organization are the driving force behind performance. Successful organizational culture is a philosophy, ideology, value, assumptions, beliefs, hope, behavior, and norms which bind an organization together (Kilmann, 1985). Strong organizational culture is an asset because it increases the adaptability of and fit between an organization and its environment (Kotter and Heskett, 1992). When

It’s not an easy task to change completely the culture of a company, to set new strategic objectives. However, companies must change over time and not be static (Pfeffer J. , 1998). A strong culture is an asset that a skilled manager can use and apply for the development of a company (Christensen, 2006) and Rorsted understands and applies that well. He managed to match the company’s culture with the strategic goals. He developed a specific and conrete action plan with clear strategic goals and values and tried to communicate it among the employees. Only a company culture with clear goals adjustable to changencan succed and perform excellency in the long run, as in the case of the “new” Henkel (Christensen, 2006).

The case introduces two companies with generally different cultures. Symerlane was a large U.S. financial-services company that was running a merger and acquisition strategy. It continued growing by acquiring small companies with bad administration and take over its businesses. Integration after an acquisition usually meant to Symerlane, firing the old management and closing any old back-office, shifting the work to its own facilities. This normally caused the cut of several jobs.