In-Depth Analysis of Morrison's Organisational Culture and Practices

This report provides a comprehensive analysis of Morrison's organizational culture, focusing on the application of the iceberg model and Handy's model. It identifies key issues within Morrison, such as the need to understand the reasons behind employee performance issues and the importance of leadership in motivating the workforce. The report evaluates the suitability of Morrison's existing role culture and justifies the need for changes to enhance employee engagement and improve the overall working environment. It concludes that while the current culture is suitable, adjustments are needed to address specific shortcomings and foster a more effective organizational structure. The analysis highlights the significance of organizational culture in achieving company goals and the role of leadership in promoting a positive and productive workplace.

Blog topic 1

Table of Contents
Introduction......................................................................................................................................3
Main Body.......................................................................................................................................3
Application of iceberg model for identifying the problems within Morrison.............................3
Handy’s model of culture for identifying Morrison’s existing culture........................................4
Suitability of existing culture in Morrison...................................................................................5
Justification for the change in organisational culture..................................................................5
Conclusion.......................................................................................................................................6
References........................................................................................................................................6

Introduction
A good organisational culture is the way of maintaining good working environment
within companies where everyone is willing to communicate openly with others and happy to
work in a team. Hence, it is essential to maintain a good organisational culture to achieve the
organisational profit. It also helps to increases the performance of employees (Obeidat and et.al.,
2018). One of the most famous technique of maintaining a good culture is having good
relationship between management team and employees because most of the organisation’s main
reason for not maintaining good culture is the because of bad relationship between these two
teams. Morrison if one of the most famous retailing companies of UK which is founded in 1899
by William Morrison and its headquartered is located in Bradford, England, UK. The following
file covers iceberg model of culture, Handy’s framework for analysing existing culture of
Morrison, suitability of existing culture and justification for change.
Main Body
Application of iceberg model for identifying the problems within Morrison
The model of iceberg in cultural states that there are two type of cultural behaviour at
organisation, one is visible and second is invisible same as iceberg that few part of iceberg is
above the ocean water and most of the part is below the ocean which is invisible. An
organisation also has few factors, attitudes, beliefs, values which are hidden but they impact
upon organisational performance strongly (Suoheimo, Vasques and Rytilahti, 2020). Hence, it is
essential to understand the concept of iceberg model of culture and analyse the key issues in
Morrison.
Three pillars of iceberg model of culture-
Visible cultural practice- here, companies focuses on the visible factors of
organisational culture which is easily seen by others. In context of Morrison, one can easily
identify their culture by focusing on the behaviour of their workforce while working, their dress
code, their eating style, their communication way and many others. Morrison shares a positive
image for their visible culture. They are famous to maintain a disciplined working environment.
Patterns and habits- According to this model, there is a pattern of a behaviour which
should be followed within an organisation (Kloss, 2019). Here, the manager needs to find the
reason of their employee’s bad performance. In context of Morrison, they keep record of the

performances of their workers and in case they found any workers performance is degrading then
they ask them and warn them to perform better without knowing the reason. Sometimes reason
of bad performance of employees is from organisational side that their organisational structure is
not properly defined; their management team is unable to communicate their junior employees
well and many others. Hence, it is essential to analyse the reason of a particular habit of
employees.
Mental models- This is the part of invisible condition of culture within organisation. In
context of Morrison, their leaders just order their employees to perform the task but did not help
them to perform the task (Ilina and Jenka, 2020). They only need to get the work done on time.
This could be impacted upon mind set of employees that leader is unable to do the task then why
we opt to do the same task. Hence, it is essential to recognize the mind set of employees so that
their attitude and behaviour will not get impacted badly.
Hence, from the above information it is critically evaluated that Morrison is lacking
behind to analyse the obstacles for the bad performance of their employees and their leaders are
unable to motivate their workforce in a proper way to achieve their organisational goal.
Handy’s model of culture for identifying Morrison’s existing culture
This model of culture describe cultures into four category and these categories are explained
below-
Power- Here, the decisions are taken by few people who are senior authority of the
organisation. The powers to take decisions are remain in the hands of few special people. They
are considered as most important employees of the organisation. Here, managers delegate
responsibilities to their junior employees but in a limited way that they have to follow their
instructions.
Task culture- Here, organisations form teams to solve a task issue or to achieve a
organisational project (Sahrain, 2018). The people of having same interest and have same skills
and talents are grouped into a single team. Commonly these teams have 5-6 employees and it is
essential to contribute equally for all employees in a team.
Person culture- This culture states that employees believe that they are more important
and their personal growth and interest is more important than organisational growth. Here,
employees come at workplace for the main aim to earn money without having attachments with
their colleagues or teammates. They come to the office, work well and leave the office at evening

which means they work for their earnings and did not contribute to create good organisational
culture. They also did not communicate well with any of their officemates.
Role culture- This culture states that employees in an organisation are assigned task
according to their skills and talents and their knowledge about the task (Edeh and et. al., 2020).
Here, managers delegate some power to take decisions for employees according to their
specializations and skills. In this culture employees get developed well and take some good
decisions to solve the issues.
From the above information it is critically evaluated that Morrison is following Role
Culture because they have departments where employees are hired according to their
specialization and skill. These employees are given the same task as their specialization and with
few responsibilities and duties manager also provide some power to take decisions. This culture
helps the Morrison to gain employees trust and create a good cultural environment at their
workplace.
Suitability of existing culture in Morrison
Role culture is followed by the Morrison which is suitable for them to gain the trust of
employees after delegating few power to them to take decisions but it is also essential that senior
authority should keep checking that the decisions which they are taking are correct or not. It is
essential to keep the record of the efficiency of their decision making choices so that
organisation will provide decision making power to those employees who take decisions for the
benefit of organisation and avoids to delegate power to those who take wrong decisions.
Secondly, Morrison is also lacking behind to analyse the reason behind low performance of
employees which also impact to damage cultural environment of their organisation. In context of
overall culture of Morrison, it is considered as suitable for them to achieve their organisational
goal without any conflicts.
Justification for the change in organisational culture
In context of Morrison, their present organisational culture is suitable and does not need
huge changes buy still it is lacking behind in small factors such as recognizing the reasons for the
bad performance of their employees. They directly measure the performance of their employees
and take actions for bad performance but never try to understand the obstacle behind the bad
performance (Regy and Malini, 2020). Hence, it is required them to understand the reason before
taking any decision or action against bad performing employees. This change will help them to

retain their talented employees for longer period of time within their organisation and it also
promote effective working environment within company. It also helps to make good relationship
between employees and management team.
Conclusion
From the above information it is concluded that organisational culture is one of the most
important aspect for the company to achieve their organisational goal. Iceberg model of culture
helps to identify the issues which take place in companies related to their culture. Handy’s model
of culture helps to identify existing culture of the company. It is essential to understand the
suitability of existing organisational culture and in case the culture is unsuitable then it is
required to change as soon as possible.

References
Books and Journals
Edeh, F.O. and et. al., 2020. Organisational Culture Dimensions And Employee Performance In
Nigerian Fast Food Restaurants. GIS Business. 15(4). pp.43-69.
Ilina, A. and Jenka, M., 2020. The Role of Organisational Culture in Shaping and Ensuring
Information Security Compliance.
Kloss, R., 2019. Adding value to project management–The magic triangle meets the “cultural”
Iceberg. In Practical Wisdom and Diversity (pp. 205-218). Springer Gabler, Wiesbaden.
Obeidat, A.M. and et.al., 2018. The role of organisational culture in enhancing the human capital
applied study on the social security corporation. International Journal of Learning and
Intellectual Capital. 15(3). pp.258-276.
Regy, J. and Malini, D., 2020. The Mediating Effect of High Performance Work Practices on
Organisational Culture and Employee Engagement in Apparel Manufacturing and Retail
Firms. Available at SSRN 3574975.
Sahrain, A.K., 2018. Changing Organisational Culture: Leader’s Role In Changing
Organisational Culture. Tadbir: Jurnal Manajemen Pendidikan Islam. 6(1). pp.85-90.
Suoheimo, M., Vasques, R. and Rytilahti, P., 2020. Deep Diving into Service Design Problems:
Visualizing the Iceberg Model of Design Problems through a Literature Review on the
Relation and Role of Service Design with Wicked Problems. The Design Journal, pp.1-
21.