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Organizational Culture Followed by Employees

   

Added on  2020-02-19

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Running head: ORGANIZATIONAL BEHAVIOUROrganizational BehaviourName of the student:Name of the University:Author Note:
Organizational Culture Followed by Employees_1

ORGANIZATIONAL BEHAVIOUR1. Organizational behaviour and the attitude of the employees have a key role to play, in thesuccess of any business organization. The organizational culture that is followed by theemployees has a strong impact on the employee performances. The management of any businessorganization has to ensure that the organizational behaviour is appropriate and favourable for theachievement of the goals of the business organization. According to the given case study, XYZEnergy was one of the government owned energy companies. It was a successful company andhad a strong and robust business processing. The innovations in the processes that wasincorporated by the XYZ Energy, gave the company a significantly high competitive advantageover the contemporary energy companies. The employees of XYZ Energy were loyal and had avery low turnover rate. This highlights the fact that the employee satisfaction rate was high andthe employee retention was done successfully. Most of the staffs were motivated to work hardand ensure that the organizational goals were fulfilled (DuBrin 2013). The employees supportedeach other and worked hard to fulfil the challenges given by the company, as well as fulfil theorganizational goals. Though the morale of the employees were not high, yet they workeddiligently towards the fulfilment of the organizational goals of XYZ Energy. However, it was observed that both the companies, Big Energy and XYZ Energy operatesin the same retail market. Bothe these companies have the same departments such as thecommercial department, operational department, trading department. In addition to all thesedepartments, XYZ Energy had a strategy department. Though the integration modelling wasdone for the benefit of both the companies, yet with time the adverse impacts of the integration,on the attitude of the employees were highlighted.
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ORGANIZATIONAL BEHAVIOURWith the integration model, the employees of the XYZ Energy realised that they wouldnot be able to compete for their promotions, on the basis of their merits. The employees were de-motivated and a significant decline in the morale of the employees was witnessed. Theemployees failed to work diligently as they lacked the urge of working sincerely. A significantchange in the behaviour of the employees of the XYZ Energy was seen as they realized that theircareer and progress reached stagnation. Since the employees of XYZ Energy could not competewith the employees of the Big Energy, based on their merits, hence they lacked the motivation ofworking with sincerity and diligence. The helping attitude of the employees towards each otherand a negative workplace culture was initiated (Elliot et al. 2017). The organizational culture hasa key role to play in ensuring that the employees are motivated and works towards the success ofthe organization as well as the fulfilment of the organizational goals. The integration model had a significantly adverse effect on the employees of XYZEnergy. The moral and the values they incorporated within themselves degraded and theemployees failed to retain the values. The motivation that the employees worked with includesthe high compensation, stable career growth, skill enhancement, as well as increase in efficiency.However, with the integration model, the morale of the employees degraded. They failed to workwith the diligence and sincerity that they had before the process of integration (Wilson 2017).Moreover, the employees of the Big Energy did not include the new teams with themselves. Themanagement team of the Big Energy rarely visited the remote office and the newly formed team,thus lacking in the team building activities (Wilson 2013). The newly formed team did not feelthat they were an integral part of the Big Energy team, thus resulting in the lack of team spirit.The employees of the XYZ Energy felt segregated and did not wish to get accustomed with theculture of the Big Energy. Thus, with these adverse effects, the employees did not want to work
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