Analysis of Alphabet Games' Organizational Culture and Behavior

This report provides an analysis of the organizational culture and behavior at Alphabet Games. It begins by identifying the company's culture as a 'Power Culture,' characterized by centralized decision-making and driven by its founders. The report then reflects on the changing environment within which Alphabet Games operates, considering the integration of new staff and the challenges of maintaining its culture with a remote and contingent workforce. The analysis further explores the relationship between organizational culture and employee behavior, highlighting how the company's values and norms influence employee attitudes, motivation, and performance. The report emphasizes the importance of understanding the core beliefs of the organization to prevent internal disruptions and to foster a positive and strong work climate. It concludes by suggesting strategies for management to influence employee behavior through challenging tasks, positive reinforcement, and fostering a strong connection between authority and staff to enhance performance and commitment.

Business Organization Culture
and Behavior

Questions
A) The organizational culture of Alphabet games
Charles Handy, a leading authority on organizational culture, defined four different kinds of
culture: Power, Role, Task and Person.
Power Culture
In an organization with a power culture, power is held only by tjust a few individuals whose
influence spreads throughout the organization. There are hardly any principles and guidelines in
a culture of strength. That's what happens to people with power. Manufacturers are largely
determined by what they do rather than how they do things or how they behave. The results of
this can be very exciting, regardless of whether or not these choices are in the best interest of the
company. A culture of strength is usually strong, but it can change quickly. The failure of Enron,
Lehman Brothers and RBS has consistently given a strong culture of strength.
Role Culture
Associations with a work culture depend on the rules. They have great control, with everyone in
society understanding their roles and responsibilities. A force in a work culture depends on the
position of a person (part) in the authoritative structure.
Task Culture
Assigning cultural structures when groups in society are designed to address specific issues or
progress initiatives. The important thing is to assign, so the power within the organization
constantly shifts based on the mix of colleagues and the state of the case or company.
Person Culture
In associations with individual societies, many see them as unique and superior to society. The
association is essentially there with the ultimate goal that people have to work for. A company
with a distinct culture is truly the range of people who work for a similar company.
The organizational culture of AG lies under Power culture as it stated in the case study that
“Whilst the company is still managed and driven by the original founders”, this means AG
follows Power culture.

This shapes current management by adopting centralized decision making process. It results in
quick decisions on complicated matters which helps the company in quick growth by grabbing
golden opportunities from the market.
B) Reflecting changing environments within which Alphabet games operates
Alphabet games now started sharing their power with other 25 staffs recruited by founders of the
company. But still company forces staff to follow principles and ethos of Alphabet Games which
best matches with Hierarchy category of organizational culture theories. On the other hand, the
Power culture holds the power by few people in an organization in the form of taking decisions
and making company policies.
Imbuing culture to the remote and contingent workforce may not seem to carry much urgency at
companies where such “alternative” work arrangements have historically been few and far
between. However, despite rapid cultural and mechanical changes, it is likely that many of these
groups will begin to explore different avenues of distant and unexpected work game plans while
social movements and representatives of power innovation is becoming more accessible.
Under the new and unexpected real factors of the piping workforce, managers are opposed to the
growing test of promoting a culture that embraces the workforce that includes the workforce. all
of them, on or off the ground, into or out of the parental relationship. In this effort to achieve
cultural coherence of all types of workers, both the area and the type of activity have a unique
impact; in this sense, pioneers need to build an advanced approach to extending hierarchical
culture to selected types of employees.
Management will have more control over employee’s performances by regularly monitoring and
assessing their efforts. Managers may demonstrate positive behavior by assigning more
challenging tasks to the staff and showing the attitude of personal interest in the employee’s
performance
C) Relationship between organizational culture and behavior
Organizational culture reflects the values, beliefs and behavioral norms that are used by
employees in an organization to give meaning to the situations that they encounter, can influence
society's attitudes and behaviors personal. Understanding the core beliefs of society can prevent
internal disruptions, which are the main reasons behind our study of these social issues.

The influences of hierarchical culture are mainly reflected in motivation, in the promotion of
individual learning; letters; and updating of authoritative characteristics; creation of a common
option; and struggling with understanding.
Classification associations corresponded completely (firmly) to administrative behavior and
occupational performance, and corporate behavior was largely (realistically) associated with job
performance. The way of life within a company is important, taking a big step forward in
establishing whether it is a positive and strong climate in which it should work. In transmitting
and improving a hierarchical philosophy to producers, their affirmation and recognition can
influence their behavior and their working mindset. When the link between authority and staff is
accepted, the latter will give a more prominent commitment to group communication and joint
effort, and the same will be asked of the mission and the leaders specified by the association to
reach, increasing so does the performance of a position.