Contemporary Management: Case Studies on Organizational Culture and Employee Retention

Running head: CONTEMPORARY MANAGEMENT
Contemporary Management
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1CONTEMPORARY MANAGEMENT
Table of Contents
Case Study 1: Can a strong culture be too strong?.....................................................................2
Conflicting Values.................................................................................................................2
Advice for Sudhir and Indira..................................................................................................2
Management Competencies...................................................................................................3
Case Study 2: In a world of pay.................................................................................................3
Conflicting Values.................................................................................................................3
Advice for Renate Schmidt....................................................................................................4
Management Competencies...................................................................................................4
References..................................................................................................................................6

2CONTEMPORARY MANAGEMENT
Case Study 1: Can a strong culture be too strong?
Conflicting Values
The conflicting value at stake in the case study is the fact that the “Love Culture”
which has been created within the organization Parivar to enhance the engagement level of
the employees within the decisions made by the management team has increased the attrition
rate of the organization. Furthermore, it is true that the organization has experienced immense
growth in the recent times yet the turnover rate of the concerned organization has increased
by more than 35% in the recent times. The HR Indira of the organization is of the viewpoint
that the intention of Sudhir to make the organizational culture of the organization a caring
one wherein the employees would feel at home is adversely affecting the work of the
employees. This is one of the main reasons for the high turnover rate of the organization.
Sudhir, on the other hand, is of the viewpoint that the use of this particular culture has helped
the organization to gain a significant amount of success in the recent times. Thus, it can be
said that Sudhir and Indira share conflicting views and this has resulted in the diverse
problems that the organization is facing at the currently.
Advice for Sudhir and Indira
The best manner in which Sudhir and Indira can move forward and work for the
effective growth of the organization is to develop an adequate organizational culture within
Parivar. The individuals of the present times have become much more concerned about their
professional and private lives and thus do not like to mingle the two (Pinho, Rodrigues &
Dibb, 2014). Furthermore, the organizational culture that is being followed within an
organization has a direct impact on the job productivity and the job satisfaction of the
employees (Pinho et al., 2014). The concept of job satisfaction is important since if the
employees are not satisfaction with the kind of job that they are doing then it is more likely