ACE Case Study: Understanding the Impact of Organizational Culture on Stakeholders

This case study analyzes the impact of organizational culture on stakeholders of ACE. It includes a SWOT analysis, stakeholder expectations, and opportunities and threats for the future.

B100/ BUSINESS AND MANAGEMENT
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Table of Contents
Answer to question 1..................................................................................................................3
Answer to question 2..................................................................................................................3
Answer to question 3..................................................................................................................4
Answer to question 4..................................................................................................................5
Reference list..............................................................................................................................6
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Answer to question 1
The mentioned statement means that the behavior of people of an organization is controlled
by their beliefs and expectations. As stated by Schwartz and Davis (1981), values of people
are directly associated with their behavior. These authors have mentioned that people often
include more people in the workplace who have the same pattern of beliefs and expectations.
It means that stakeholders of ACE with silo mentalities may prefer to have co-workers of the
same mentality. As a result, they have faced problems in working collaboratively with other
authorities. For example, staff members of this company have failed to understand their
accountabilities and duplication of work has taken place.
Leaders and structure of ACE have let them think that they have the power to work
individually to help the organization to comply with its vision of ensuring art for everyone.
This company had a huge number of posts that prevented leaders from controlling all of their
staff. However, Rhee et al. (2017) have mentioned that this kind of organization structure
often results in poor communication and control. As a result, silo mentality develops in staff
and leaders. It helps them to think that they can perform individually and repeat one task that
has been done by another staff unknowingly. For example, the stakeholders of ACE were
unable to work collaboratively as their values and beliefs were not matching with each other.
As a result, they were more focused on silo working. This case study has revealed that there
was poor communication between officers and regions.
Answer to question 2
In ACE, the staff is essential for internal stakeholders who can influence the proposed
changes by resisting. However, in the pulse survey, it can be seen that 79% of the staff have
understood the vision of culture. Staff members of this organization recognize the financial
necessity regarding the change and want more change according to the government's review
for spending. Managers and leaders of the organization are other essential stakeholders,
which can influence the change by taking appropriate steps for implementation. For example,
the new relationship managers can implement partnership working in a mobile way rather
than office-based. Daroń et al. (2017) stated that partnership working can help to enhance the
efficiency and quality of service. External stakeholders like local authorities, regional bodies,
and art organizations can influence the change collaborating properly and communicating
transparently. The survey results indicate that 99.7% of grant decisions were taken on time
due to proper collaboration.
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Stakeholders Primary expectations Secondary expectations
Staff Good payment Job security and recognition
Managers and leaders Cost savings The collaborative and
accountable environment
within the ACE.
Local authorities, regional
bodies, and art organizations
A good amount of funds Collaboration and
communication
The primary expectation of staff is monetary security, which motivates them to work better
(Caskey and Ozel, 2017).While reduction of 150 posts and reapplying for jobs according to
new competencies can impact on their secondary expectations of job security. Managers and
leaders primarily expect 155 of cost savings and a collaborative environment, which can help
to increase productivity. Besides, local and regional authorities expect proper funds to
conduct their activities and want to maintain effective communication for collaborating
effectively with ACE.
Answer to question 3
SWOT analysis before the changes
Strengths Weaknesses
● Clear vision and organizational goals
● Staffs for specific functional areas
● Lack of control over all staff
members
● Staff and leaders with silo mentality
Opportunities Threats
● Opportunity to work with nine
independent and regional art boards
● Generation of problematic beliefs
Implication of various elements
Before the changes, the goals and vision of this company were clear to its internal
stakeholders and more staff members were there to perform each task. These aspects were
helping this organization to gradually move towards achieving goals. However, lack of
control over employees and silo working were preventing ACE from working with nine
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authorities (Groen et al. 2017). As a result of silo working, problematic beliefs have been
formed in stakeholders and they failed to understand their accountabilities. It has prevented
them from ensuring art and culture for everyone within the minimum time.
Answer to question 4
Strengths Weaknesses
● Staffs understood the vision of the
changed culture
● ACE can make decisions regarding
grants on time.
● Mobile workforce can help in
releasing leased or owned buildings
that result in cost savings
● Good communication
● Less control over employees due to
mobile working.
● Complexity in the organizational
culture has increase
Opportunities Threats
● Proper collaboration and mobile
working can help to increase
operational area
● Low satisfaction of employees
● Staff turnover
In future, the strengths of this organization can help to increase the productivity and objective
of great art for everyone can be achieved. The strengths can also help ACE to provide funds
to other small art organizations through cost savings, which will benefit those small firms.
While weaknesses like complexity in organizational culture can reduce the quality of the
workforce (Kurniawan et al. 2016). Good communication and collaboration can help ACE to
increase its operational area to remote areas in the future. However, less control over
employees can give rise to threats like staff turnover.
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Reference list
Caskey, J., and Ozel, N. B. 2017. Earnings expectations and employee safety. Journal of
accounting and economics, 63(1), p.p.121-141.
Daroń, M., 2017. A Verification of Advantages and Disadvantages in Partnership Relations.
Zeszyty Naukowe Politechniki Częstochowskiej. Zarządzanie, (27), pp.96-105.
Groen, B.A., Wilderom, C.P. and Wouters, M.J., 2017. High job performance through co‐
developing performance measures with employees. Human resource management, 56(1),
pp.111-132.
Kurniawan, K. A., Brahmasari, I. A., and Ratih, I. A. 2016. The Influence Of Organizational
Culture, Task Complexity and Competence On Job Satisfaction, Organizational Citizenship
Behavior, and Nurse Performance Of Kodam VII/Wirabuana Sulawesi Indonesian National
Army Hospital. International Journal of Business and Management Invention, 5(1), p.p.1-11.
Rhee, J., Seog, S. D., Bozorov, F., and Dedahanov, A. T. (2017). Organizational structure and
employees' innovative behavior: The mediating role of empowerment. Social Behavior and
Personality: an international journal, 45(9), 1523-1536.
Schwartz, H. and Davis, S.M. (1981) Matching corporate culture and business strategy.
Organizational Dynamics. 10 (1), pp. 30-48.
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