Case Analysis for Organizational Culture and Management Competencies
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This case analysis discusses conflicting values in organizational culture and management competencies in a VUCA world. It provides advice and recommendations for effective change interventions and growth strategies.
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Running head: CASE ANALYSIS CASE ANALYSIS Name of the Student Name of the University Author Note
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1CASE ANALYSIS Table of Contents Case discussion activities................................................................................................................2 Case discussion activity for Topic 10..........................................................................................2 Case discussion activity for Topic 11..........................................................................................4 References........................................................................................................................................7
2CASE ANALYSIS Case discussion activities Case discussion activity for Topic 10 Case name: Can a strong culture be too strong? The given case study takes into consideration the case analysis of an Indian based IT Company situated in India with the name Parivar. The problem in the case relates to that of the culture of the organization and the fact that the management board has different perspectives with respect to employee retention and the treatment of the employees as well (Baker, 2017). The structure followed in the company is relatively hierarchical and although the senior management is under the belief that the employees are happy in the firm and that they want to be associated with Parivar but actually this is not the case and the turnover rate of the organization reflects an opposite state. Answer to Question 1: The conflicting Values The different values which are conflicting in nature can be given as follows: The claustrophobic culture of Parivar: the primary conflicting value in the entire case is the claustrophobic culture of the organization. The love culture which is followed by Sudhir may seem good in a small sized organization but in an IT firm like that of Parivar where the business environment is toxic and the employees want to be treated with respect and competitiveness, the paternal culture is not adequate (Samson & Daft, 2015). The market positioning of Parivar as compared to the other firms is very poor in nature. The business environment is very competitive in nature and Parivar is a comparatively
3CASE ANALYSIS smaller firm than its other counterparts like Wipro and others and for this reason, the pressure always exists. The thinking of the different board members is quite different from the thought process of the general employee workforce (Schermerhorn et al., 2014). Moreover, the members of the same board as well have different perceptions to the concept of the organizational culture. On one hand where Indira believes that there seems to be something wrong with the organization`s culture, on the other hand, Sudhir believes that everything is fine. This difference in the thinking tends to bring about various clashes. Answer to Question 2: Advice to Sudhir Gupta After analyzing the different conflicting values which exist in the case study and the organization, the following recommendations can be made for Sudhir: 1.Slowing down with the culture:Sudhir needs to be aware of the different problems which are being faced by his organization and the fact that the turnover rate of the firm has increased to a rate of 35% which means that the love culture being followed by him is not benefiting the firm at large. 2.Encouraging and increasing the pace of the people:Sudhir needs to ensure that they are successfully able to invest in the people support program and that it starts as soon as possible so that the organization can march towards success. 3.Improving the salary structure:Along with a supportive culture an organization also needs a good salary structure in order to ensure that the employees remain motivated extrinsically. Answer to Question 3: Structure
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4CASE ANALYSIS The proposed structure for the firm After the case study has been analyzed, and the different problems with respect to the poor retention rate and other related factors have been assessed, it can be stated that the organization is required to follow a flat structure which will go a long way in ensuring that the different members of the management as well as the employees can work together and foster an environmentwhichsupportstheindividualsandensuressuccesswithrespecttothe organizational culture (Waddell et al., 2014). Case discussion activity for Topic 11 Case name: Welcome aboard (But don’t change a thing) Cheryl lacks board support while taking the different company decisions because the people of the firm do not believe in the growth strategy which is being used by Cheryl Hailstorm. Hence, for this reason, Cheryl faces certain problems like lack of coordination from the side of the employees and the disagreement at her decision making ability.The employees believe that the plans being adopted by Cheryl are quite fare and that they will not be able to abide by her plans. Moreover, in a case where she requires the support of Mark, there seems to exist a glass ceiling which clearly portrays that Mark does not seem to accept the fact that she was made to take a position he deserved (McNulty et al., 2002). Moreover, the authoritative nature of Cheryl also seems to be at fault in the case. Answer to Question 1: The different conflicting values The conflicting values can be described as those values which tend to affect the situation and present the case of a dilemma in the case. The different conflicting values are stated:
5CASE ANALYSIS The authoritarian nature of Cheryl:Cheryl can be described to be quite authoritative in nature which may not be accepted by all. Moreover, although she believes in employee engagement she fails to incorporate them into her decisions. The inability of the firm to accept the new head: On the other hand, the inability of the employees to accept Cheryl as a head of the firm is also a conflicting value in the case. The prevailing culture of the firm:The pace of the organization if compared to the pace of the head is not comparable (de Waal, 2016). On one hand, Cheryl wants to adopt a fast rate whereas on the other hand, the organization prefers slow rate for the growth of the firm. Answer to Question 2: Advice/ Suggestions Hence, in order to provide a solution to the employees it can be advised that Cheryl needs to analyze the culture of the organization before engaging in growth plans so as to ensure that the different employees agree with her plans and that they consider her as their head and trust her. Only once this trust is built, Cheryl would be able to engage in fostering an engaged culture which fosters creativity (Schermerhorn, 2016). Once, Cheryl is able to do this, only then, she can go ahead with the growth plans at an agreed pace. Answer to Question 3: VUCA World- Management competencies The various VUCA world Management competencies are as follows: Ability to resolute a conflict:Conflicts are a common part of the firm and in order to ensure success, the manager needs to be able to solve any conflict.Employee engager:He needs to have the ability to engage an employee into the decision making of the firm (Youtube.com. ,2018).
6CASE ANALYSIS Change manager:The VUCA leader also needs to be a change initiator and manager.Team person:He needs to be a team person in order to be effectively able to lead an organization.
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7CASE ANALYSIS References Baker, T. (2017). How can we solve the problem of harmful organising structures? Retrieved from http://www.hrmonline.com.au/social-media/solve-harmful-organisingstructures/ de Waal, A. (2016). Searching for effective change interventions for the transformation into a high performance organization.Management Research Review, 39(9), 1080- 1104. McNulty,E.,Calcidise,K.,Benton,D.,Cohen,D& Aversano, N. (2002). Welcome Aboard (But Don't Change a Thing).Harvard Business Review.Oct2002,Vol.80Issue10,p32-40Availableat: http://web.a.ebscohost.com.ezproxy.csu.edu.au/ehost/detail/detail?vid=0&sid=864a96d9- 1489-40f5-92ce- 21af0ba27fe4%40sessionmgr4008&bdata=JnNpdGU9ZWhvc3QtbGl2ZQ%3d %3d#AN=7433807&db=heh Samson, D., & Daft, R. (2015).The internal environment: Corporate culture.Management(5th Asia Pacific Ed.). South Melbourne: Cengage Learning. Retrieved from ProQuest Ebook Central,https://ebookcentral-proquest-om.ezproxy.csu.edu.au/lib/CSUAU/detail.action? docID=1991004. Schermerhorn J. R., Davidson, P., Poole, D., Woods, P., Simon, A. & McBarron, E. (2014). Management: Foundations and applications (2nd ed.). Asia Pacific Wiley: 3 Milton. Read pages 175-195 Schermerhorn, J. R. (2016). Network structures. Management (6th Asia-Pacific ed., pp. 276-292) [Wiley].Retrievedfrom
8CASE ANALYSIS https://ebookcentral-proquestcom.ezproxy.csu.edu.au/lib/CSUAU/detail.action? docID=4748100. Waddell,D., Creed, A., Cummings, C., & Worley, C. (2016). Managing resistance and organisational culture.Organisational change: Development and transformation(pp. 98- 116). Retrieved fromhttps://ebookcentral-proquest-com.ezproxy.csu.edu.au Youtube.com.(2018).`Topic11OrganizationalChange'(YouTube)|Availableat: https://youtu.be/GyZhGtLXu78(Accessed on 13 Oct. 2018)