Using Cultural Theories Analyzing the Main Issue of the New Zealand Office of at&T

Motorola was a very large organization and the organizational structure was a problem. Motorola has over 75,000 employees across the United States (USA) and 15 foreign countries. There were too many levels of management. There were nine to twelve levels between the first line managers and the executive level. The average span of control was over five people or fewer. Some people managed three people or less. The “Tripartite Structure” was comprised of Bob Galvin, CEO/Chairman (Jick &Peiperl, 2011).

The organization culture as a leadership concept has been identified as one of the many components that leaders can use to grow a dynamic organization. Leadership in organizations starts the culture formation process by imposing their assumptions and expectations on their followers. Once culture is established and accepted, they become a strong leadership tool to communicate the leader 's beliefs and values to organizational members, and especially new comers. When leaders promote ethical culture, they become successful in maintaining organizational growth, the good services demanded by the society, the ability to address problems before they become disasters and consequently are competitive against rivals. The leader 's success will depend to a large extent, on his knowledge and understanding of the organizational culture. The leader who understands his organizational culture and takes it seriously is capable of predicting the outcome of his decisions in preventing any anticipated consequences. What then is organizational culture? The concept of organizational culture has been defined from many perspectives in the literature. There is no one single definition for organizational culture. The topic of organizational culture has been studied from many perspectives and disciplines, such as anthropology, sociology, organizational behavior, and organizational leadership to name a few. Deal defines organizational culture as values,

Organizational culture is not a new concept in the world of organizational behavior. Yet despite its age, it still has many varied definitions as well as philosophies on its importance and impact to the success of a company. One definition is that organizational culture is a cognitive framework consisting of attitudes, values, behavioral norms, and expectations shared by members of an organization (Greenberg, 2013, p. 368). Greenberg (2013) further explains organizational culture through an analogy of a tree. Organizational culture are similar to the roots of a tree.

This organization encourages the development of a comprehensive work environment where all employees are respected and can achieve at their fullest potential. AT&T has a very strong culture and their values are not only shared with management, but by all employees. While mergers are known to affect an organization’s culture, AT & T has proven success with at least three mergers. In October of 2004 AT&T completed a merger with Cingular to become AT&T wireless. In November of 2005, SBC and AT&T finalized their union and with that AT&T Corporation became AT&T Incorporated. The organization became the largest phone company in the United States when they acquired SBC, serving 13 states in the western and southwestern part of the U.S. Their latest acquisition came in Mar of 2006 when Bellsouth was purchased ("AT&T Inc." Notable Corporate Chronologies Online Version, 2006). With the merger of Bellsouth, AT&T picked up another nine states in the Southeast to provide available service in a total of 22 states (Reardon, 2006). The merger of AT&T and BellSouth, along with the consolidation of Cingular Wireless, will continue advancement in the communications and entertainment industry, where they will continue to invent new resolutions for consumers and businesses. These accomplishments prove that AT&T has a successful organizational culture.

Organizational culture are the belief and values that gives away a company’s identity, and it can be spread to its employees by communicating with each other. There are four components on how an organizations culture is shaped founder’s value, business environment, national culture, and the senior leader’s vision (Zimmerman, 2015, CH 6 PPT, Slide 4). It is important to remember that an organizational culture sets its structure and how everything is conducted. Understanding the concept of an organizational culture is important when job hunting and trying to find a career. It is important that you know the organization you want to work for and understand its values and how the organization functions. I believe that by knowing this you will have a very easy time fitting into the organization.

In order to establish and grow the culture needed to foster relationships across departments or business units of Nationstate Insurance, the organization could invest in team building exercises between departments, at every level. To create and maintain a culture characterized by harmony, which in turn creates synergy for the business, management could invest in training for those IT professionals who are having trouble connecting with their business counterparts. Seamus O' Malley as well as Jane Denton, both are aware of the issues an organization may face while transforming from the traditional architecture to a centralized Enterprise architecture. They do not want to end up policing solution and activities which might be unpopular among

There are many definitions of organisational culture available in the literature, many of which are based on the fact that culture consists of values, beliefs, and assumptions shared by the majority of members of an organisation. These characteristics and shared views are then translated into common and repeated patterns of behaviour. Although it is difficult to come up with a single definition that would cover

Within the field of management, the success and failure of the modern business organisation has been largely depicted by the intricate concept of culture. Organisational culture, a concept borrowed from borrowed mostly from anthropology typically is defined as a complex set of values, beliefs, assumptions and symbols that define the way in which an organisation conducts and manages its business (Barney 1986). Management is not just an act of change, but the responsibility for and control of a company or similar organisation (Willmott 1983). It is the management of organisational culture that merely drives the

3. Innovative solutions to the market over a long period of time through targeted investments.

In the 1980’s business experts began to realize the root to organizational success or failure is through its culture. The culture of an organization is the belief that guides each employee in knowing what to do and what not to do and it also affect the public perception of the organization’s brand. Therefore culture is the shared social knowledge within an organization regarding the rules, norms and values (Colquitt, Lepine, & Wesson, 2012). Although, no two cultures are alike, there are components and characteristics that help business experts to define an organization’s culture.

Organizational culture comprises the fundamental values, assumptions, and beliefs held in common by members of an organization (O’Hagan, & Persaud, 2009). What is known is that employees often impart the organizational culture to their colleagues whereupon the culture effects how employees relate to one another and their work environment. What can be said is that the development of an organization’s culture is dependent on elements such as structure, change and policies (Urrabazo, 2006). Furthermore, according to Griffin, Moorhead and Gregory (2009), it is recognized that employee’s behaviours and attitudes can be influenced in a

Organizational culture are the shared beliefs, values, and assumptions in an organization (Wall, Corbett, Martin, Clegg, & Jackson, 1990; Wall, Jackson, & Davids, 1992). These shared beliefs, values, and assumptions were demonstrated in the organizations of our readings. For

Additionally, AT&T failed to create synergy with taking over the NCR computer company. Since the integration of the operations failed, the firm lacked the operational relatedness. Moreover, transfer of corporate skills – if there were any – did not become beneficiary for AT&T. In fact, in the NCR case a serious management error in terms of the integration was apparent: “the corporate clash [ in NCR ] resulted in confusion, complacency, and loss of direction” since AT&T intervened the management starting from the third year of take-over.

The framework in chapter eight of the textbook “Principles of Management” proposes a system of categorizing organizational cultures according to different profiles. These profiles are divided into 7 separate groups based on a model that is called Dimensions of Organizational Culture Profile (OCP) (Carpenter, Bauer and Erdogan, 2009). The 7 groups are: Innovative cultures, Aggressive cultures, Outcome-Oriented Cultures, Stable Cultures, People-oriented cultures, Team-Oriented Cultures, and Detail-oriented cultures. I will try to decide to which of these groups the organizational culture of the Lincoln Electric Company belongs.

VOLE Worldwide Inc commenced trading in November 2002 and offers the world’s first managed Voice over Internet Protocol (VOIP) communications network. Providing a videophone package similar to a mobile/cell phone plan, VOLE manages the service which includes provision of a videophone for free use, while the customer just talks. For an affordable flat-price monthly fee, the customer enjoys unlimited video-talk time in addition to full videophone support.