Webster Industry Case Study

Whitbread considers that it is dynamic for the Board to encompass a various variety of abilities, experiences and understandings to empower a broad assessment of each and every matter deliberated as well as to subsidise to an optimistic culture of joint esteem and productive contest (Tricker, 2015). On the other hand, as far as the structure of the company is concerned it can be said that Whitbread has experienced substantial structural change with the achievement of Premier Lodge as well as the discarding of Marriott and additional slighter processes. The organisation carried in novel management and specified fresh roles to certain of company’s greatest practised operatives. The company focus is currently on driving sturdier functioning performance as well as collaboration from an additional modernised Whitbread. The organisational structure of the Whitbread Plc has altered significantly as the company has executed certain noteworthy top level management changes in order to progress the next generation of governance as well as to make sure that organisation has the aptitude to carry out its development strategies effectively (Cummings & Worley,

A healthy organizational culture can be done with two different strategies. The first strategy being an action plan for developing a company that gives back to the employees. A good company understands the importance of building a positive morale and disposition among the staff. Regions Bank has developed a "team works" incentive plan that rewards good sales behaviors for the branches. This has given the employees an opportunity to not only make a base salary, but reap rewards for attainable quarterly sales goals as well. When an employee takes control of their production it gives a sense of ownership to the staff member to take pride in their company and help them develop on a larger basis.

Organizational leadership and culture has been a major issue in today’s highly structured organizations. This has necessitated that organizations understand in depth the inter-relation between culture and organization on strategic leadership. Is it that the leadership determines culture or the culture determines leadership behaviors? While many argue that the leaders have absolute control and influence the direction of organizational culture, research actually shows that leaders themselves are greatly influenced by variables and situational setting in any organization, implying that it is valid to say that leadership itself receives significant influence from organizational culture (Waldner & Weeks, 2006).

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.

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 consists of a set of shared meanings and values held by a set of members in an organization that distinguish the organization from other organizations” (Baack, 2012). These shared values have a strong influence on the people in the organization and dictate how they dress, act, and perform their jobs. Culture plays a huge role in the guiding of the behaviors of employees of an organization. There are three stages of culture that interact with one another to influence the behaviors in the organization. These stages are: observable artifacts, espoused values, and enacted values.

Companies strive to choose not only the best marketing channels, but also the best profitable channel. A profitable channel can promote and successfully sell out of a product that might not otherwise turn a profit for their producers (New Charter University 2015). “The calculations from the cost accountant for the retail segment accounts were 60 percent of sales, and for the foodservice segment accounts were 40 percent. The cost accountant believes that both channels are profitable. The accountant also believes that the company achieves an overall average gross margin of 60 percent on its sales (Bowersox, D. J., Closs, D. J., Cooper, M. B.,

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

In this paper I will discuss the effects and responsibilities leaders have on an organizational culture. I believe leaders have an enormous effect on the well-being of an organizational culture. Leaders must take an active role within their organization's culture. Whether positive or negative, in an organization, things tend to follow suit "down hill." A leader has the power and influence to maintain, create, or repair an organizational culture. However, this can prove to be a delicate and challenging task.

Many issues and problems emerge in organizations that require action to be taken by either individuals or an authoritative figure to address problems that prohibit maximizing productivity. Because numerous decisions are made on any given day in an attempt for a school or organization to operate as smoothly as possible, there is required effort and energy to constantly monitor an organization’s culture. A problematic situation in my current organization that is rooted in employee motivation and attitudes is the lack of satisfaction group members consistently feel. A year ago, the organization participated in a culture assessment that was conducted by the Kentucky School Boards Association (KSBA). This audit was ordered by our executive

There are several weaknesses in the process that Carter used for decision making. Perhaps the most severe of them all was the lack of sight with respect to the strategy of the Webster Industries. The financials for the company clearly show that by October 1975 the company was probably recovering from the downturn. If that was indeed the case, Carter should requested an adjustment to the anchoring bias of 15% downsizing target and examined the list of criteria that Stevens’ laid out in the light of sustained growth. Healthy growth requires people who are competent in their current job as well as people with potential. Consequently the group should have

Organizational leadership and culture has been a major issue in today’s highly structured organizations. This has necessitated that organizations understand in depth the inter-relation between culture and organization on strategic leadership. Is it that the leadership determines culture or the culture determines leadership behaviors? While many argue that the leaders have absolute control and influence the direction of organizational culture, research actually shows that leaders themselves are greatly influenced by variables and situational setting in any organization, implying that it is valid to say that leadership itself receives significant influence from organizational culture (Waldner & Weeks, 2006).

The single most critical problem that the managers are facing today is managing the people.This is the most challenging issues that every kind of organizations is dealing with now aday. Organizational behaviour is the study of individual, group and organization as a whole that examines the effect of organizational structure and culture on organizational performance. Therefore, it mostly tries to define the performance and efficiency factors of anorganization.Organizational structure and organizational culture are highly correlated performance factors.It basically defines the appropriate structure of an organization in order to get more thanaverage performance. Organizational culture is a primary factor for employee turnover and job satisfaction (Bolden, 2004). If an organization possesses a strong culture of self-respect and employee affiliation, it is no wonder that the employee retention rate would be very high(Tracy, 2013).In this report, the relationship between organizational culture and organizational structure will be pointed out. While doing so we

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

Organizational culture has an effect on the effectiveness of leadership. If the organizational culture is strong, it could influence the way leadership is created. If it is weak, the leadership models will also be imagined and implemented in different ways. Therefore, we will be able to find which key factors will positively or negatively influence the leadership effectiveness.