Building a Strong and Adaptable Corporate Environment: A Case Study of Glencore Plc

This report explores the tried-and-true tactics and procedures for building a robust and adaptable corporate environment with a case study of Glencore Plc. It assesses the cultural improvements and corporate productivity with a concentration on worker engagement and motivational concepts.

Organisational
Behaviour

EXECUTIVE SUMMARY
Each effective business has its own environment, which demonstrates which rules or
techniques have worked for whom. In the setting of Glencore Plc, the paper explored some tried-
and-true tactics and procedures for building a robust and adaptable corporate environment. To
ensure the report's credibility, main and supplementary investigation was undertaken.

Contents
EXECUTIVE SUMMARY.............................................................................................................2
Contents...........................................................................................................................................3
INTRODUCTION...........................................................................................................................1
MAIN BODY..................................................................................................................................1
Using a comprehensive conceptual framework to describe Glencore Plc's environment...........1
Assessing the cultural improvements and corporate productivity with a concentration on
worker engagement at Glencore..................................................................................................3
Motivational concepts and the impact of culture on worker encouragement..............................4
Considering how the corporation's culture can be used to improve its performance..................5
CONCLUSION................................................................................................................................6
REFERENCES................................................................................................................................8

INTRODUCTION
Workers from many sorts of backgrounds can be seen operating within the identical
company as communication grows dramatically (Al-Dhaafri and Alosani, 2020). It puts Hr
professionals in a difficult situation, and that's where excellent employee engagement and a
strong corporate environment come in help. There are a few tried-and-true beliefs and procedures
that are widely adopted, especially by a few of the world's largest corporations. The study's
conclusion details the alterations it has wrought in Glencore's employees, as well as an
assessment of how the company might use this cultural thing to boost quality. Thus the report
helps in understanding the things that are very crucial for a company and thus it is very crucial to
analyse and evaluate all the aspects in a detailed manner so that it can add value to the firm in the
long run.
MAIN BODY
Using a comprehensive conceptual framework to describe Glencore Plc's environment
Corporate structure could easily be defined as a set of rules that govern behaviour in the
workplace. These rules must be followed for each worker that works for the company. Directors
conduct extensive investigation before establishing such policies. An institution's environment
establishes interaction mechanisms, establishes a line of authority, and promotes the flow of
material. These would be designed to manipulate the personnel in order to improve entire firm
productivity (Brown, 2016). Company ethic, or standards of practice, varies from one to the next.
However, numerous businesses employ several well-known techniques. Glencore Plc has its
unique environment, which is tailored to their company operations and enhances personal
employee contributions. There is indeed a widely accepted approach for dividing cultures into 4
categories. This concept was developed by Roger Harrison and Charles Handy as a result of their
study into authorised competence and personal cooperation. As per the viewpoint they presented,
cultures does not just have to be useful to the company. Factors can interfere at any instant. A
short synopsis of how the approach operates is presented in context of Glencore's corporate
structure.
 Workplace culture: This environment can be found in numerous companies which are
attempting to gain a foothold in a fiercely contested environment by completing a number
of objectives or initiatives. This style is appropriate for companies with a grid

organisational framework. Workers from various departments are picked to contribute to
the completion of the work or assignment in a company in which each segment is
separated totally depending on operations such as selling, assembly, and advertising. The
importance of this environment is that it brings together personnel from many sectors,
which improves corporate collaboration and interaction. However, it is a relatively brief
approach in which the group disbands after meeting the objectives.
 Strength culture: In today's corporate environment, there are several accomplished
people that have proven oneself to be extremely effective leaders by demonstrating
exceptional managerial skills. In a dominance culture, or Zeus environment, senior
leaders are primarily accountable for all of the organization's important results. Such
individuals are granted a specific degree of authority, which they successfully utilize to
accomplish corporate objectives. Employees have different functions and report to the
leaders. The manager assesses the individual's productivity and makes adjustments which
are appropriate for his or her managerial environment (Liljenberg and Nordholm, 2018).
 Cultures of roles: This mindset is particularly frequent in public organisations, wherein
each individual's position is clearly outlined and workers are encouraged to complete
with decency. Workers are more focused about their protection and prosperity than with
other motivational elements in this style, which is termed as Apollo culture. Employees
in this environment are more concerned with their function or reputation than with
advancement or salary. Workers that are uneasy in new environments could be identified
as having particular flaws.
 Human cultures: In respect of company development, this category of culture is not
particularly prominent. This is a working environment in which a worker is permitted to
control the corporate simply based on personal productivity. In this environment, it's
typical to prioritise objectives of the company above personal characteristics. Workers
become unconcerned about the well-being of the company. However, the advantage of
this philosophy is that it allows employees to reach their full capabilities by providing a
pleasant working atmosphere. This environment is linked with physicians, scientists, and
attorneys with extensive expertise and qualifications (Chumba and Mutinda, 2017).
Glencore Plc doesn't really simply trust a specific element; instead, company jumble things
up and put them to good advantage. They largely utilize work cultures and authority cultures,

with a little bit of many others thrown in for good measure, all while maintaining the group's
goals and ambitions. Glencore, as among the most powerful players in the global trading
economy, cannot constantly depend on a central notion. Depending on the area, they implement
alterations and carry out operations.
Assessing the cultural improvements and corporate productivity with a concentration on worker
engagement at Glencore
The process of conveying individual's ideas to some other individual is known as
conversation. The colleague methods also include the sharing of knowledge among individuals
or entities. As a provider, communication, and eventually receiver, the complete procedure is
divided into 3 stages. The way of communicating with others is not limited to spoken or textual
interaction; it could include visualisation of appealing information or charts, as well as non-
verbal gestures or reactions. The following graph depicts the large effect of the messaging
process: This subsection contains a set of standards which Glencore adheres to in order to assure
that its communications are productive (Nguyen and Malik, 2020). The specifics and effect of
interaction in Glencore, on the other hand, are explained hereunder:
 Issue resolving framework: Everyone is aware of Glencore's existing competitive
achievement. Another of the principal factors for their excellent achievement is their
problem-solving effectiveness. The corporation adheres to the concept of nipping issues
in the bush in order to prevent them from propagating throughout the firm. Therefore,
detecting and fixing the issue necessitates great institutional and informal interactions
among staff and corporate administration. Glencore has had both of them to limit the
harm as much as feasible while still availing benefit of trading opportunities (Rodrigues
and da Silva, 2020).
 Interior environment: A corporation's interior culture contradicts its goals and ambitions
by promoting ethical foundations. Workers are by far the most impacted individuals in an
environment because those attitudes and conventions are passed down straight from
administration to them. This technique is critical for the firm since it enables individuals
to picture and comprehend the views of the governing council. Glencore is committed to
upholding a strong ethical compass as well as elegance in their vision, and ensures that
their staffs are exposed to this culture. Worker productivity could be readily manipulated
as a result of this approach because workers could better grasp respective roles.

 Effect of non verbal interaction: Non verbal messaging assumes a crucial influence in an
organization's effective interaction. The majority of the days, employees are unable to
conclude a dialogue in ability to talk properly. The presence of non verbal interaction
among administration and workers, as well as among themselves, contributes to a far
more friendly and vibrant working atmosphere. In this communicating procedure,
actions, as well as physical position, face language, and visual appearance, are crucial.
Taking care of these minor elements allows the organisation to brighten up its staff and
improve current effectiveness.
 Communicating types and patterns: This technique outlines the various types and formats
of interaction used by the firm and its personnel. The goal is to interact with team
members using formal messages that are as comprehensive as feasible in a limited
amount of time. This approach assists employees in understanding their responsibilities
as well as corporate business events, whereas corporate leadership may maintain a watch
of individual productivity via constant contact.
Motivational concepts and the impact of culture on worker encouragement
They think that two-way interaction is more effective than other approaches. Abraham
Maslow proposed a pyramid of human wants which encompasses practically every phase of
requirement which a person could experience during his lifetime. It's a graphic that demonstrates
how an individual action enables people to recognise their needs one by one (Shamsaii, 2019).
 Psychological requirements: This has been the most basic step of requirements, and it
encompasses all of the immediate demands immediately occur to consciousness, like
nutrition, clothing, and learning. Only when such requirements have been met could one
consider alternative goals. Glencore guarantees that each worker gets compensated for
their efforts. They compensate at a set rate that permits the employee who works sans
difficulty.
 Protection and safeness requirements: This step of the pyramid comprises the much more
basic requirements of the contemporary society. An individual wishes to prevent any
unforeseen situations in the ahead, particularly if their life is going well. Glencore has a
number of helpful techniques which allow staff to relax and concentrate on the company's
development (Shanks, 2016).

 Societal requirements: Everybody aspires to dwell in a community where they can hold
their chins up. Individuals want to maintain positive relationships with one another and
enjoy ordinary existence, which is precisely what this phase of wants is really about. On
important events, Glencore gives additional amenities to its workers.
 Requirements for self-esteem: As per Abraham Maslow, when one requirement is met, a
person is compelled to seek out another requirement. This is how he organised those
requirements in a flowchart, with dignity requirements appearing directly after the other
wants are met. Glencore is adaptable sufficient to meet the requirements of its workers.
 Self-actualization requirements: This is the highest degree in the pyramid. Maslow
assessed the amount to which individual requirements could be met because they are
rarely entirely met. An individual aspires to get the most fulfilling existence possible. He
or she wishes to leave an indelible impact on their lives.
The much more difficult aspect of being an Individual resource management is understanding
people's conduct and coping with various characters. They must determine that incentive factors
would perform effectively for whom.
 Internal motivating component: Humans psychology has a tendency to strive excessively
for no apparent purpose at occasions. It's not surprising since an individual could act for
the sheer pleasure of it or merely as a personal goal.
 External motivating element: In today's corporate environment, it is the most well-known
motivating component. In the profession, most individuals are seen not displaying their
highest potential. As a result, CEOs must depend on exterior sources the majority of the
work (Such and Mutrie, 2017).
Considering how the corporation's culture can be used to improve its performance
A firm's marketplace performance is determined by a number of factors which differ from
each other. Nearly every single defined element, though, is linked to the interaction technique, as
failing to do so would result in a slew of unpredictable happenings. Glencore verified that
sufficient procedures and interaction were in way to secure employees engaged and informed
about corporate goals, as required by the collective mindset. Ever since implementation, this
procedure has aided the organisation in constantly improving its efficiency. The next subsection
explains how the corporation could use cultures to improve accomplishments of the company:

 The practise of cross-cultural administration: As among the most well-known petroleum
& energy firms in the world, Glencore had expanded its reach from one side of the world
toward the other. It has aided the organisation in learning about various religions and
traditions from various located nations. This data is studied in cross-cultural
administration in order to develop the appropriate effects on leadership. This material is
studied by the business, which then makes the necessary changes to their efforts within
this sector (Yaari, Blit-Cohen and Savaya, 2020).
 Variety in the workforce: As a result of the tremendous international trend, variety is
becoming a very prominent problem, thus it was only normal to have variety in the
working environment. Not only does diversification provide a wealth of viewpoints, but it
also provides a convenient approach to connect with a wide spectrum of clients. Glencore
has hired people from many origins and ethnicities depending on individual abilities.
Although initial difficulties, the organisation was able to overcome them thanks to
outstanding interaction and inspirational assistance.
 Development of collaboration: In any case, cohesion has traditionally been the most
important factor in achieving excellence. Single achievement could always be
overshadowed by a great squad synergy. Glencore has been able to promote the
development of collaboration among workers by creating such an unbelievable amount of
interaction amongst workers who reflect the behavioural standard as the company.
 Democracy engagement: It is necessary to get the correct autonomy amongst workers in
order to keep a significant appearance of focus and promote enthusiasm that in turn
improves worker productivity. Workers can observe how their activity immediately
affects the profitability of the corporation thanks to the presence of empowering.
Glencore has almost always believed in its accessible personnel and has provided them
with the opportunity to develop operational independence via adequate duties.
CONCLUSION
From the above it can be concluded that rather than simply adopting a mindset that has
proven to be successful in other companies, a firm must assess its existing situation and find
whether modifications would be most advantageous. Glencore experimented with project and
wide span of control models that proved to be effective. Professionals also put that much
emphasis into non verbal interaction in order to make an impression and maintain fluid

interaction inside the workplace. They make an effort to pay attention to each worker's particular
demands. Glencore Ltd is a company that values diversity and places a high value on
transparency.

REFERENCES
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