MGT2002 Perspectives of Organisation: Assignment 2 Report Analysis

This report, submitted as MGT2002 Assignment 2, critically examines the impact of organizational culture on effectiveness, particularly within the context of Maya's potential job search in the Indian banking industry. The analysis centers on the competing values framework, exploring clan, adhocracy, market, and hierarchy cultures, and their implications for organizational performance. It incorporates a situational analysis of India and the banking sector, evaluating strengths, weaknesses, and relevant factors. The report references scholarly literature to support arguments and provides a framework for understanding how organizational culture influences structure, performance, and employee success, aiming to guide Maya's decision-making process in the job market. It also covers cultural dimensions and provides an overview of organizational culture types and the different levels within an organization.

MGT2002Perspectives of Organisation_ Assignment 2 2017
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THIS PAGE IS FOR THE EVALUATOR’S USE ONLY
MGT2002 Perspectives of Organisation: Assignment 2 marking sheet
CRITERIA F C B A HD
Accuracy of:
1.Interpretation of
assignment task
2. Theory / topic
selection and
explanation
Inadequate
interpretation of theory
and task or
misconception of the
theory and task.
Irrelevant theory used
or atheoretical.
Rudimentary
understanding of the
task. Theory selected
and presented
accurately in the main
but missed vital detail.
Minor misidentification
of theories may occur.
Sufficient
understanding and
interpretation of
tasks.Theory well
selected &explained
but missed detail or
inaccuracy may have
occurred at points.
Very good
understanding and
interpretation of the
task and theory. Theory
choice well selected
and accurately
presented.
Unequivocal
understanding and
interpretation of task
and theory. Theory
choice well selected,
concisely and
accurately presented.
Quality of
application of
theory
Limited and no
application. Incorrect
or poor application of
theories.Heavilyatheore
tical.
Occasions of
atheoreticalwriting.Loo
se/ marginal application
of theories.
Application of ideas
to material is sound
butsuggests
conceptual gaps or
misunderstanding.
Clear and appropriate
application of theories.
Accurate and
thorough but concise
application of
theories
Critical analysis:
1.Quality of the
reasoned
argument to
support the
overall ‘claim’
being made
2. quality of and
use of additional
sources
No evidence of critical
analysis. Insufficient
research/very limited
sources. Sources used
but in many cases not
scholarly,
inappropriate,
irrelevant or misaligned
to the issue being
discussed
Response relies on
restating major themes
from sources; little
evidence of critical
analysis. /Limited
research on the relevant
themes/ additional
sources obtained but
not always scholarly /
Relevance of sources
often implicit.
Some evidence of
critical analysis
Sufficient research is
displayed on relevant
themes/ additional
sources of scholarly
quality but relevance
can be better
explained at times.
Critical analysis of
sources/ critical
appraisal of evidence
and sources. Thorough
research on the topic/
additional scholarly
sources with each one’s
relevance apparent and
explained well and
value-add in the
majority of cases.
Highly developed
critical analysis and
assessment of
sources. Displays
broad and in-depth
research of the topic/
additional scholarly
sources that are
clearly relevant,
value-add and are
always explained.
Marks for Content /60
Presentation&
professionalism
Written expression
Structure
Harvard AGPS
referencing
protocol
Could not be presented
in the workplace. /
Lacks a discernible
progression of points to
support argument.
Paragraph topics are
unclear. / Paragraphs
are generally
fragmentary or overly
long.Many errors in
grammar / written
expression is difficult
to follow. / well over
the required length.
Referencing is
nearly/entirely absent.
Editing required to
bring to a workplace
standard. / A
discernable relationship
between points, but
lacks detailed structure
and/or coherence. /
Paragraphs show some
arrangement into
related ideas but the
topic is implicit. /
Regular grammatical
errors impaired the
clarity of expression. /
May be over
wordcount. /
Referencing
inconsistent with errors
Acceptableworkplace
standard /
Demonstrates
planning in
sequencing of
paragraphs, but not
all are clearly linked.
Contains some overly
long or short
paragraphs. Some
grammatical errors.
Required length.
Referencing is
broadly compliant,
with some errors or
inconsistency in
style.
Professional standard/
Uses paragraphs to
order argument
effectively. /
Demonstrates
controlled progression
of argument through
paragraph structure /
Contains minor
grammatical errors
Demonstrates generally
clear written
expression.
Required length. /
Referencing is
compliant, with very
minor errors.
Professional standard
that you would be
proud to present at
work / Uses
paragraphs to order
evidence and
argument effectively.
/ Demonstrates a
logical progression of
paragraphs to support
argument. Entirely
free of grammatical
errors. / Shows
clarity of
expression. /
Required length.
/Referencing is fully
compliant
Marks for the writing process /40
TOTAL MARKS / 100
GRADES F: < 50 C: 50-64 B: 65-74 A: 75-84 HD: 85+
Evaluator’s comments:

MGT2002Perspectives of Organisation_ Assignment 2 2017
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M E M O R A N D U M
TO:
FROM:
REGARDING:
DATE:
Introduction:
The primary objective of every organization in the existing scenario is dedicated towards the
improvement of performance through varying approaches that could help in sustainable
performance in the market. The working of a group of people for accomplishing a common goal can
be accounted as a major source for emergence of organizational culture that is crucial for achieving
the goal. The formidable presence of different challenges for an organization in the modern
business environment is reflective of the urgent need to enable an organizational structure which
promotes performance alongside sustainability through leveraging the factors that promote
performance (Quinn et al., 2014). Organizational culture can be accounted as a crucial factor
responsible for facilitating support for the organizational structure as well as performance alongside
ensuring that the two elements are aligned effectively (Wiewiora et al., 2013).
The following assessment is directed towards reflecting critically on the theoretical aspects
pertaining to the impact of organizational culture on its effectiveness in context of Maya’s case
study in order to help her progress with filling a job vacancy in an organization in the Indian
banking industry. The primary analysis presented in the report would be vested in the references to
research study literature associated with the competing values framework and the outcomes
obtained from the literature review could be applied for developing arguments in order to support
Maya’s successful filling of the vacancy in the selected organization in the Indian banking industry
(Arsenault & Faerman, 2014).
The reflection on individual aspects of the competing values framework would facilitate a
comprehensive impression of the organizational culture in the concerned organization which can be
addressed through a comparative analysis with the situational analysis outcomes of the organization
as well as India. The outcomes of the critical analysis would validate the options for Maya to
consider opting for filling a job vacancy in the selected organization in Indian Banking Industry.

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Cultural dimensions:
The understanding of an organization’s perspectives could be considered as a mandatory
implication for undergraduates to acquire feasible insights into the stages for analysis of an
organization’s feasibility conditions for employment. The perspectives of an organization could be
defined according to the distinct types of organizational cultures that are defined according to the
variables of flexibility and control in internal as well as external contexts. Culture can be described
as a complex phenomenon owing to the varying and broad dimensions which are also characterized
by multiple aspects (Inglis, 2016).
Organizational culture could also be described in broader terms as a collation of values, shared
assumptions and beliefs prevalent in an organization. Initial research studies confirmed that the
culture in an organization could be divided into three distinct parts that can be categorized as
bureaucratic culture, supportive culture and innovative culture. The aspects of a bureaucratic culture
could be observed in higher degree of organization and a systemic culture that is characterized by
precisely defined authority structure, responsibilities and duties. Supportive culture has been
observed with the profound characteristics of a culture oriented towards team and people that assists
in the process of team building and the development of a work environment that is reflective of
mutual trust (Jasola, 2015).
Innovative culture in an organization reflects on the proliferation of a work environment that
reflects on orientation towards results and goals. It is also imperative to note that the implications of
organizational culture on organizational effectiveness have been measured through the four distinct
aspects of the competing values framework. The different levels of organizational culture such as
corporation level, national subsidiary, particular division or work team could be identified in an
organization. Other approaches for describing the organizational culture could be apprehended from
the understanding of the levels among employees, cross functional teams, groups, individual levels
and teams. Individual interpretations of culture have also been attributed as inputs for development
of organizational culture precedents (Jerand, et al., 2016).
Competing values framework:
The application of competing values framework is essential for observing the noticeable factors that
would influence the effectiveness of an organization. The application of the competing values
framework could be profoundly associated with the realization of a multidimensional framework
which could ensure the realization of culture and organizational effectiveness across common
dimensions (Jochmann & Pechlaner, 2014).

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This implies that the culture observed at distinct levels of an organization could be aligned for
creating organizational effectiveness with the use of the multidimensional framework for distinct
types of culture. The individual orientations observed in the framework reflect on a significant
aspect of organizational theory which also helps in establishing the interrelationship between
organizational effectiveness and culture (Kääntä, 2015). The promising characteristic of the
competing values framework is observed in its value orientation that facilitates the opportunity for
comprehensive examination of organizational culture, motives, effectiveness, leadership,
organizational forms, compliance and decision making.
The four organizational culture types observed as inferences from the research study literature
pertaining to competing values framework are observed as clan culture, adhocracy culture, market
culture and hierarchy culture (Kajinić, 2016). An interpretation of the characteristics of the
individual culture types would facilitate viable inputs for critical analysis with respect to the case
study of Maya. The clan culture observed in organizations signifies the atmosphere of shared values
and common objectives alongside collectiveness in the workplace alongside mutual assistance
within team which is largely focused on the empowerment and skill development of employees. As
per Mariyappa, the clan culture has been established through the inputs such as stable membership
of employees, formidable interaction among members, long history of the organization and lack of
institutional alternatives.
Adhocracy culture is applied in organizations which require dismissal of organizational culture
upon the completion of organizational tasks and is primarily observed in the case of organizational
projects such as consulting and software development (Mariyappa, 2014). The observation of
secondary research literature pertaining to market culture suggests that the transactions of the
organization would be directed towards the external environment of the organization. The primary
characteristic of the market culture is vested in the consideration of profits as the major priority of
organizations which is accomplished through market competition.
The literature pertaining to hierarchy culture establishes the generic framework that should be
implemented in an organization that is characterized by standardized procedures and rules, well
defined responsibilities and a precise organizational culture (MEDDOUR, et al., 2016). The aspects
of hierarchy culture could be identified in the Weber’s bureaucracy theory of management which is
a significant entity in modern organizational management theory. The interplay between the
different types of organizational culture types and the control mechanisms associated with them can
be a formidable resource for an organization to address the concerns of evaluation and control
(Muda, 2016).

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Situational analysis:
As per Tiessen, situation analysis for an organization can be defined as the organized and systemic
collection of data pertaining to the past and present scenarios pertaining to the economic, political,
technological and social factors in the market environment (Tiessen, 2017). The objectives of
situation analysis are profoundly related to the recognition of external and internal forces which
could affect the selection of strategies and the organization’s performance as well as the assessment
of existing strengths and weaknesses of the organization.
The necessity for a situation analysis in order to determine the effectiveness of an organization for
undertaking an employment at the same could be observed in the clarification over the type of
prevalent organizational culture and market environment thereby enabling a candidate to reflect on
their skills and acquire relevant employment opportunities (von Hirschhausen, Seidel & Wealer,
2016). The evaluation of the strengths and weaknesses of India alongside the requirement of
evaluating the organization scenario could be highlighted as follows.
Strengths and weaknesses of India:
The strengths of India could be identified as follows:
 Availability of low cost human resources
 High level of unemployment which would enable the banking sector in India to acquire
substantial opportunities in the form of a competent workforce
 The banking sector is formidably related to other sectors such as the real estate and
industrial sector which facilitate majority of the transactions of banks (Wood, Haddad &
Macri, 2017).
 The proactive involvement of the Indian government in introducing reforms that are directed
towards improving liberalization through measures such as increasing FDI inflow across
industrial sector and investments in real assets suggesting realization of capacity expanding.
Weaknesses of India could be apprehended profoundly as follows:
 The limitations on national regulatory systems that are intended for controlling the misuse of
market power
 The lack of updates in labour laws leads to various discrepancies in the application of the
laws in existing environment that is characterized profoundly by the inclusion of a
substantial number of political unions, trade and labour unions.

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 The dependence of small scale industries on subsidies is also accountable as a profound
weakness for India in context of the banking sector (Wright, 2013).
 The development of technology has not been leveraged completely by the Indian banking
sector due to the poor quality infrastructure, costs associated with technology and time
delays in realizing banking sector objectives.
Quadrants of competing values framework:
The concerns for observing the distinct models for organizational culture that can be observed in
the quadrants of the competing value framework. The individual quadrants included the internal
process model, the Open Systems model, Human relations model and the Rational Goal Model.
The human relations model is effectively aligned for the objectives of group culture and the
culture maintains internal focus and increasing flexibility. As per Yusoff, the primary objective
for an organization in context of human relations model would be to ensure the development of
a harmonious group culture, belongingness, core value, participation and trust. The primary
motivation observed in context of a group culture is observed in the inclusion of members in a
group or through attachment (Yusoff, 2014).
The responsibilities of managers are directed towards the provision of platforms of consistent
interaction through support and participation with employees. As per von Hirschhausen, Seidel
& Wealer, the descriptors of effectiveness of the human relations model in an organizational
culture according to the competing values framework could be identified in the development
observed in potential of human capital. The human relations model or group culture can be
classified in the collaborate quadrant (von Hirschhausen, Seidel & Wealer, 2016).
The open relations model in case of the competing values framework is reflective of the
emphasis of organizational culture on adaptability and changing in accordance with the external
environment. The open systems model could therefore be associated with an external focus with
higher flexibility and the organizational culture is liable for fostering creativity and initiatives
for risk taking among employees of the organization. The focus of the organizational members
is inclined towards analysis of the external environment and anticipating future trends in the
business environment in order to ensure acquisition of appropriate resources. This factor could
be included in the create quadrant (Mariyappa, 2014).
The Internal process model associated with competing values framework indicates the emphasis
of the organization on internal focus and higher control that is liable for improving the

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organization’s capabilities for coordination, internal efficiency, uniformity and evaluation. The
rational goal model aspect observed in competing values framework could be aligned with the
prominence of a rational culture. This element could be classified in the control quadrant.
A rational culture signifies the focus of organizations on goal attainment as a value for
coordinating employee actions. The motivational factors that can be perceived from the research
studies in context of rational culture in an organization are competition and accomplishing the
established objectives. The roles of leaders in such organizational culture types are largely
characterized by directive nature, provision of functional support to employees and orientation
towards specified targets. The rational culture can be included in the compete quadrant
(Jochmann & Pechlaner, 2014).
The application of the competing values framework to the case study of Maya can be realized
after a situational analysis as presented in the following section (Jerand, et al., 2016). However,
the prominent descriptors of effectiveness are noted in the group culture which is in formal
contrast to the rational culture while the development culture can be considered as a contrast to
the hierarchical culture. Therefore, CVF could be aptly considered as a feasible basis for
determining classifications of organizational cultures.
Critical Analysis:
The organizational situation in the concerned bank for which Maya is applying could be reviewed
through the assumption of a private sector bank. The private sector bank is characterized by the
strengths such as professional, trained and dedicated manpower that contribute to the improvement
of efficiency as compared to their public sector peers. As per Arsenault & Faerman, the
computerization of the bank could be considered as a major strength for the organization to address
the requirements of the existing trends in business environment (Arsenault & Faerman, 2014).
Weaknesses of the organization could be perceived in the limited areas of operation that is observed
in the limited branches of the organization. Furthermore, employee turnover is observed to be
higher in context of the organization which can be assumed as a profound weakness and indicator of
organizational situation. Therefore Jochmann & Pechlaner said that it can be concluded that the
application of a human relations model of organizational culture from the aspects of competing
value framework would be effective for the Indian banking sector to capitalize on the opportunities
facilitated by the Indian banking sector thereby reducing external emphasis (Jochmann &
Pechlaner, 2014).

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The increasing turnover rate could be addressed by the organization through inducing a
participative and supportive work environment. As per Mariyappa, the interrelationship among the
distinct branches of the organization could be sustained through effective channels of
communication which could allow Maya to engage in a participative culture and adapt to the
profession effectively. This would lead to Maya’s successful filling of a vacancy (Mariyappa,
2014).
Maya could be able to leverage the aspects of collaborate quadrant of the competing values
framework in order to ensure long term outcomes for her professional career through emphasizing
on people. The human relations approach would enable Maya to develop higher involvement in the
organization through values and development of trust and relationships thereby leading to
improvement of human potential and open communications.
Conclusion:
The report reflected on the application of competing values framework to understand the
perspectives of a banking organization in India which was utilized to review the case study if Maya.
The outcomes of the critical analysis suggest that Maya should utilize the human relations approach
in order to develop her professional expertise through emphasizing on the distinct elements such as
collaborations and development of teams.
Assumptions
The primary assumptions that were made for providing this advice can be illustrated as follows:
 The perspectives of an organization are defined on the basis of its culture.
 The strengths of India have been presented from a generalized perspective.
 The weaknesses of India are derived primarily from the existing trends in the environment.
 The organization assumed for the purpose of estimating situational analysis is a private
sector bank. The situational analysis is based on estimation of strengths and weaknesses of
private sector banks as whole.
 The distinct classifications of organizational culture into clan, adhocracy, market and
rational culture as well as the classifications of group culture, development culture, rational
culture and open systems culture are based on the levels of involvement of different levels
of the organizational structure for motivation in improving performance.
 The assumptions regarding typology of organizational culture could be observed in the
selection of only two generic categories. The organizational culture typology according to

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the competing values framework is accounted as a perspective of the organization since it is
associated with the approach of the enterprise towards organizational behaviour.
Summary:
The understanding of the distinct perspectives of organization highlighted in the report could be
helpful for Maya to proceed with the filling of job vacancy in the identified organization. On the
grounds of critical thinking competency, the observation of the origins of organizational culture and
its typologies would assist her in apprehending the rationale inherent in the establishment of the
organization thereby reflecting on a prominent perspective. The element grounds observed in
context of motivational philosophies involved in human relations model could be observed in the
identification of methods of reward and remuneration to reach a viable choice. The applications of
element grounds in the case of situational analysis could also be observed in the report that
complements the critical analysis process for assisting Maya to determine her approach in filling the
job vacancy.
References
Arsenault, P. and Faerman, S.R., 2014. Embracing paradox in management: the value of the
competing values framework. Organization Management Journal, 11(3), pp.147-158.
Inglis, T., 2016. An Exploration of Change Implementation within a Public Sector Organisation:
Implementers’ Perspectives on Transitioning the Clinical Services Division of the Victoria Hospital
to the New National Hospital in Saint Lucia (Doctoral dissertation, Queen Margaret University).
Jasola, M., 2015.Different Perspectives Affecting The Satisfaction Level Of Employees In An
Organisation. Management Insight, 11(1).
Jerand, P., Linderholm, J., Hedman, S.D. and Olsen, B.B., 2016. Spatial perspectives on hearth row
site organisation in Northern Fennoscandia through the analysis of soil phosphate content. Journal
of Archaeological Science: Reports, 5, pp.361-373.
Jochmann, J. and Pechlaner, H., 2014. Germany Tourism: Evolution, Structures, Challenges and
Perspectives. European Tourism Planning and Organisation Systems: The EU Member States, 61,
p.198.

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Kääntä, L., 2015. The Multimodal Organisation of Teacher-Led Classroom
Interaction.In International Perspectives on ELT Classroom Interaction (pp. 64-83). Palgrave
Macmillan UK.
Kajinić, J., 2016. Comparative analysis of the spatial organisation of the Catholic Church on the
Croatian Adriatic coast.Changes after World War II and perspectives for its future
reorganisation. Geoadria, 21(2), pp.183-209.
Mariyappa, B., 2014. The Ill Effects Of Procrastination Absenteeism And Labour Turnover On
Organisation Performance: A Study With Reference To Peenya Industrial Area, Bengaluru
North. International Journal of Organizational Behaviour & Management Perspectives, 3(4),
p.1234.
Meddour, H., Rosli, M.A., Majid, A.H., Auf, M.A.A. And Aman, A.M., 2016. Intention to Leave
Manufacturing Organisation: A Study of the Automotive Industry in Malaysia. International
Journal of Economic Perspectives, 10(4).
Muda, S., 2016.Sustaining collaborative partnerships in an ICT-based community service
organisation to empower children in orphanages: perspectives from multiple stakeholders.
Tiessen, R., 2017. Learning and Volunteering Abroad for Development: Host Organisation and
Volunteer Perspectives. Routledge.
vonHirschhausen, C., Seidel, J.P. and Wealer, B., 2016, June. Decommissioning of Nuclear Power
Plants and Storage of Nuclear Waste-International Comparison of Organisation Models and Policy
Perspectives. In Energy: Expectations and Uncertainty, 39th IAEE International Conference, Jun
19-22, 2016. International Association for Energy Economics.
Wood, B., Haddad, H. and Macri, A., 2017. Facilitating student engagement with external
organisations through credit-bearing placements.Staff, student and external organisation
perspectives.
Wiewiora, A., Trigunarsyah, B., Murphy, G. and Coffey, V., 2013. Organizational culture and
willingness to share knowledge: A competing values perspective in Australian context.
International Journal of Project Management, 31(8), pp.1163-1174.
Wright, A.M., 2013. Reward systems and organisation culture: an analysis drawing on three
perspectives of culture (Doctoral dissertation, University of Greenwich).

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Quinn, R.E., Bright, D., Faerman, S.R., Thompson, M.P. and McGrath, M.R., 2014. Becoming a
master manager: A competing values approach. John Wiley & Sons.
Yusoff, W.S.B.W., 2014. Industrial Economics and Organisation: Conventional and Islamic
Perspectives. Xlibris Corporation.