Strong Culture and Workplace Spirituality

STRONG CULTURE
In organization of Omega strong culture is used respectively. The employees can ask questions
freely. Employees are strongly identified with their culture.
In the organization of Omega forgoing the innovative culture is used to invent new things.
Employees have freedom to ask questions or to discuss on new things. If there is something
wrong going in the organization the conference is being held in the office where employees and
managers face each other in front of directors to solve the conflicts. And vice versa in omega
they think these are the barriers.
WORK PLACE SPIRITUALITY
In Acme there is a strong sense of purpose that they work as team focused on a single goal to
achieve. Employees are hired by their job specialization in the organization which creates less
employee turnover.
In Omega there is no sense of purpose that they work under cooperative management don’t have
a single goal to achieve. Employees are hired without job specialization in the organization and
do whatever they like.
EXTERNAL ENVIRNOMENT
Those factors and forces outside the organization that effect the organization performance.
There are two types of external environment or we can say components.
1. Specific Environment
2. General Environment
The environment that effects these organizations is the specific environment which the external
forces have a direct and immediate impact on the organization. Managerial decisions effected by
culture.
Organizational Structure:
Acme's organisational structure is based on mechanical principles. An organisational structure
that is meant to drive people to behave in predictable, accountable ways is referred to as a
mechanistic structure." (George & Jones, p. 508 in George & Jones, 2005). Employees in a
mechanistic organisation are allocated tasks to complete and are not permitted to take on
additional responsibilities unless directed by management. Rules, procedures, and a defined
hierarchy of authority describe the internal organisation. Acme's decision-making authority is
centralised in the top management, and they use a top-down communication method. There is a
well defined job description (i.e. authority and responsibility connected with each job) and all
communication flows from top to bottom. He requires his managers to run the company with
strong supervision, or a "tight ship," as he defines it. Because he has complete decision-making
authority, the president does whatever he wants (centralized). Acme's organisation charts and job
descriptions are quite thorough. This is because Tyler believes that everyone should have clearly
defined roles and duties. Finally, the organisation has vertical communication. Departments do