Organisational Change Case Study - Origin Energy

Every organization has values and beliefs that define what they do and how they do things in the organization. These values have significant influence on how the employees behaves and the general performance of the organization – it is these set of values and beliefs, rooted deep in the company’s organizational structure that depict the “dos”, “don’t” and the “hows”, of the organization and these unequivocally represents the culture of the organization. This concept became popular in the 1980s when Peters and Waterman in their book: “In search of Excellence” presented the profound argument that, the success of any organization is inextricable linked to the quality of its culture. (Carpenter, M., Taylor, B., Erdogan, B. 2009 p183). The purpose of this paper is an attempt to analyse the impact diverse cultures played in the success of the Lincoln Electric Company.

This report therefore gives an analysis of the current culture of the organisation, referring to the present business practices and the values and ways in which the organisation is run. Despite the effectiveness of this current culture, and the challenges of ‘change’ of any sort, there

Within organizations, large and small, there exists a sense of identity among its members that separates it from other organizations. This sense of identity is known as organizational culture. All over, managers seek to influence and change this into something that can be beneficial for the organization. In his article, “The Six Levers for Managing Organizational Culture”, Professor David W. Young defines the different elements that can influence and change the culture within the organization and how the reader can use these “levers” to their advantage. While the author does present a decent explanation for changing the culture of an organization, he leaves many questions unanswered that leaves his argument incomplete.

The purpose of my research is to diagnose the existing organizational culture of Redwood Coast Petroleum (RCP) to establish a more sustainable culture of innovation. With this research I have identified key cultural factors that must be changed for future sustainability of RCP. Using a hybrid qualitative and quantitative methodology, I conducted the diagnosis of RCP’s organizational culture. I used an Innovation Survey Assessment Tool from Innovation Point, a boutique innovation-consulting firm. The Innovation Survey Assessment Tool (ISAT) was given to all the managerial leaders at RCP. I conducted interviews with five of managerial leaders and from the data; I was able to determine that there is a strong preference for

An organization’s culture “consists of unseen elements such as assumptions and values that affect organizational life,” it is the “personality” of the company. At Lincoln Electric, even though they “never had a formal organization chart,” the culture is an extremely significant aspect of everyday life and a powerful asset; its unique and “hard-to-imitate” conceptualization gives the firm an undeniable competitive advantage and “insures maximum flexibility.”

The Lincoln Electric Company has dominated the market of welding machine manufacturing since its infancy in the late 1900’s. Their continued success is due to companies’ ability to adapt different organizational cultures, into a beautiful melting pot of profitability. Management could be described as a mix of both outcome-oriented and stable styles, with a hefty dose of people-oriented cultures, all wrapped into one.

The atmosphere directly controls in part the behavior of the employee. The culture that has been created and cultivated at Lincoln Electric is very intentional. There are a variety of different company profiles that can be created. To use the language from our text book in my opinion this company profile has characteristics from two of the possible seven profiles from the text. Stable culture. Stable culture is described as a company culture that is not quick to change with the times and trends of every day, it has a centralized management system. Stable cultures can be desirable when a winning business model is chosen early on in the game. Investors seem to like them, in that they can often predict how the company will react to changes in the marketplace. Stable culture is only in part true, one of the main characteristics that is missing is large bureaucratic departments within Lincoln Electric.

The Lincoln Electric Company was created by John C. Lincoln in 1895 after being forced out of the Elliot-Lincoln Company. The Lincoln Electric company would go on to become the world’s largest manufacturer of welding products and machines. This all came to be due to the business culture instilled by the founders and continued up to the present. A Harvard case study done by Arthur Sharplin, shows the organizational culture within Lincoln Electric is unique to any single ordinary business culture. There is evidence that points to the use of all seven OCP (Organizational Culture Profile) principles, in order to maintain one of the world’s most successful and efficient companies.

While at first glance, Lincoln Electric would appear to be an Outcome-Oriented culture, on deeper reading, it becomes clear that the company takes many of the good points from a few types of organisational cultures to create their own.

Changing an organisations culture is not easy and many will attest to the fact that it does not happen overnight. QinetiQ N.A. strategic plan was to send a clear message to the public by utilizing the media to show that they are making changes in the company to gain a competitive advantage over their competitors; by changing the leadership at the top. This was accomplished when a new senior vice president

As the world begins to change, organizations must follow suit. “Each generation brings new technology and challenges” (Wienolaw, 2015). It’s important that organizations adapt and change, to meet the needs and demands of the marketplace. Change within any organization can strike fear and can extremely incredible to deal with. Organizations must create culture that is beneficial to their people and their brand. Organizational changes can range from simple to more obvious ones.

James F. Lincoln was the founder of The Lincoln Electric Company that is well known all around the world now. Of course, the company’s organizational culture was not established by just one person but with efforts of many coworkers. Values of the founder were a guiding light for all workers and the managerial staff. When Lincoln died in 1965, the employees of the company were frightened that old system of the founder would not work as well as before, but since the company had its long history and it was an already formed organizational culture, they successfully gone through the death of the great founder and succeed. The values of the man are still alive. The founder was a great believer and he had the golden rule that sound as following “The program that Christ announced, ‘As ye would that others would do to you do ye even so to them’ is the complete answer to

In order to gain an understanding of the Business culture at Lincoln Electric, I will create a model describing how the culture was created and continues to be maintained. I will attempt to show also that Lincoln has a strong culture which affects the way the employees think and behave. There are several factors are involved in the creation of their Business culture:

This paper is about a case study on, “ROWE Program at Best Buy” In this paper, I will describe the culture of Best Buy. I will also be discussing the approach to organizational change that the ROWE program illustrates. In addition, I will discuss the resistance, both organization and individual, that the ROWE Program had to overcome and the sources of stress that are apparent in this case. Lastly I will discuss whether or not the organizational culture has helped with the change.

Existing culture can in times be very hard to continue with because of the change in the growth or in the strategic change in the organisation. At such appropriate web of culture is important to be identified or that can be a problem in the progress of the organisation. These identified elements will give organisation a bigger picture of what was going wrong and how can they change it towards betterment of the organisation.