Organisational Culture Analysis: ACE Case Study Solution

This case study solution examines the Arts Council England (ACE), addressing its organisational culture, stakeholder expectations, and strategic challenges. The analysis begins by defining organisational culture according to Schwarz and Davis (1981) and explaining how the structure and purpose of ACE may have led to silo working and problematic beliefs among staff and leaders. It then identifies and describes the stakeholders within the organisation, outlining their primary and secondary expectations regarding proposed changes. A SWOT analysis is conducted, evaluating the agency's strengths, weaknesses, opportunities, and threats before and after the implementation of changes. The solution references key academic sources to support its arguments, providing a comprehensive understanding of the ACE's operational dynamics and strategic considerations.

Running head: AN INTRODUCTION TO BUSINESS AND MANAGEMENT
AN INTRODUCTION TO BUSINESS AND MANAGEMENT
Name of the Student
Name of the University
Author notes

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AN INTRODUCTION TO BUSINESS AND MANAGEMENT
Answer for Question 1
According to the definition of organisational culture by Schwarz and Davis (1981), this is the
pattern of belief and expectation that the members of the organisation have. There is a clear
influence of this pattern of belief over the organisational behaviour of the people related to
the organisation. The ACE or the Arts Council England works for the betterment of art and
artistic experience. The organisation is facing some problem in recent times. The main
problems are accountability difficulties, lack of communication and regular duplication of
artistic work and culture. this is causing the dysfunction in the work of the organisation. The
organisational ability to work in partnership with the local communities and artists are
affected by these problems.
The organisational structure has the need to work in partnership with a number of agencies
and local artists. They provide fundings to the local arts as well. Therefore, the collaborative
work culture has the demand to have better communication and responsibilities on the
individual of the organisation. The employees of the organisation have to work with
collaboration and also help the other members in order to overcome the obstacles. But as the
organisation is lacking the communication and the number of employees is a little bit extra
than the requirement, the silo mentality can be seen among the employees. There have to be
some changes in the organisational operations and employment status and costs. This will
change the organisational behaviour of the employees for better results.
Answer for Question 2
Stakeholders
Company staffs
The changes that are proposed for the ACE will influence the work culture, and that will cast
an impression on the company employees at first. The primary expectation that the staffs can

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AN INTRODUCTION TO BUSINESS AND MANAGEMENT
have from this change is a better job description and roles. the communication would be
instrumental in changing the work experience and behaviour of these staffs in the workplace.
The secondary expectation for the staffs in this change process is related to the art and its
implications. The staffs would be more competent and will come out of the silo mentality.
They will work in a more compatible way for the greater art bodies.
People and their culture
The primary expectation from the aspects of artists people and their culture would be less
plagiarised works in future days. The secondary expectation would be to get the required
support from the organisation in the sector of art and culture betterment (Elsmore 2017).
Government
The organisation is based on government aids; therefore, the primary expectation of the
government would be to cut the cost of its operations. Thye secondary expectation will be to
flourish the culture of positive organisational behaviour among the ACE employees to get
targeted outcomes.
Answer for Question 3
SWOT analysis of ACB before the changes
Strengths
 There is effective support of the
government for the organisation
which is a positive aspect (Schwartz
and Davis 1981)
 The agency supports the lives and
culture of the art and artists
Weaknesses
 The accountability of the employees
are not quite clear to them
 Lack of communications
 Duplication of culture and work in
the projects funded by the agency.

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AN INTRODUCTION TO BUSINESS AND MANAGEMENT
 The employees have a flexible work
environment as they have the
capability to take some decisions.
Opportunities
 Support of the local arts and cultural
people
 Opportunity to great art to everyone.
Threats
 Increasing miscommunication
among the people in the organisation
 The duplication of the art is
compelling the agency to think of
alternative measures
 The cost of the agency operation is
continuously going high
Answer for Question 4
SWOT of ACB after changes Implemented
Strengths
 The decreased costs in company
operations
 New posts for the responsibilities of
the employees.
 The government can get more scope
to get involved in such ventures in
with projected organisational
behaviour and cultures.
Weaknesses
 There could be some misconception
regarding the reduction of employee
numbers
 The changes might bring some
resistance at first
 There can be some lack of
knowledge if the leaders are not
efficient and they do not help the

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AN INTRODUCTION TO BUSINESS AND MANAGEMENT
 Finding applications are more
organised by the use of technology
 Better communication channel
within the organisational structure
(Schwartz and Davis 1981).
employees to get the correct
information (Gao 2017)
Opportunities
 New knowledge and behaviour that
are going to implement after these
changes are a great opportunity for
the agency to grow.
 The increased use of communication
will increase the partnerships and
collaborations among the employees
and the artistic people (Prasanna and
Haavisto 2018).
 The cost of the agency will be
reduced and the government will be
relieved of the extra costs of the
agency.
Threats
 The leadership and management of
the new behavioural aspects can be
tricky in some cases
 The result of the changes is not
tested yet. Therefore, the reduction
of employees in the agency might
end up in a negative result.

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AN INTRODUCTION TO BUSINESS AND MANAGEMENT
References
Elsmore, P., 2017. Organisational Culture: Organisational Change?: Organisational
Change?. Routledge.
Gao, Y., 2017. Business leaders’ personal values, organisational culture and market
orientation. Journal of Strategic Marketing, 25(1), pp.49-64.
Prasanna, S.R. and Haavisto, I., 2018. Collaboration in humanitarian supply chains: an
organisational culture framework. International Journal of Production Research, 56(17),
pp.5611-5625.
Schwartz, H and Davis, S.M (1981) ‘Matching corporate culture and business strategy’,
Organizational Dynamics, Vol 10, Issue 1, summer 1981, pages 20-48 .