Organizational Culture Analysis: A Case Study of Salon 64, London

This report examines the organizational culture at Salon 64, a London-based parlor, through theoretical lenses, focusing on how the culture enhances organizational effectiveness via communication and employee motivation. It identifies Salon 64's culture as one driven by creativity and innovation, aligning with the Adhocracy model, where employees are encouraged to take risks and innovate. The report highlights how a strong, positive work culture fosters trust, improves communication, and boosts employee morale, ultimately impacting performance. It suggests that Salon 64 can further improve employee performance by fostering personal connections, offering rewards, and encouraging innovation. The conclusion emphasizes the vital role of a positive work culture in creating an inclusive and productive environment, benefiting both employees and the organization, with specific reference to how Salon 64 can leverage its flexible and dynamic culture to achieve even greater success. This document is available on Desklib, a platform offering a variety of study tools for students.

ORGANIZATIONA
L BEHAVIOR
NAME OF THE STUDENT
NAME OF THE UNIVERSITY
AUTHOR NOTE

BACKGROUND
 Organizational culture is a term that has been defined by
different scholars in many different ways.
 According to Deshpande and Webster (1989), organizational
culture is defined as a pattern of shared beliefs and values
that help an individual to understand what organizational
functioning is all about, providing in the process, the
behavioral norms for that particular organization (Graham et
al. 2015).
 Scholars like Schein (1985), on the other hand, have
established the notion that culture is nothing but a
psychological tendency, which can also be referred to as the
basic assumptions that members belonging to a particular
organization learn in order to solve problems associated with
internal integration and external adaptation. These are in turn
considered to be valid because of their high rate of success
and which are then taught to new members who join the
organization when they face such problems (Lazaroiu 2015).

BACKGROUND (CONTD…
 This report identifies organizational
culture as practiced by Salon 64, a
parlor of repute in London, UK. The
report locates the culture of the
company using theoretical perspectives,
explores how culture improves
organizational effectiveness with a focus
on communication, evaluates the role
that culture plays on employee
motivation and also evaluates the way
by which Salon 64 can use the culture of
the organization to enhance its success
further.

ORGANIZATIONAL CULTURE AT SALON 64
 The work culture at Salon 64 is characterized by creativity and
innovation.
 The founder of the salon, Ricky Walters, caters to high end
individuals such as celebrities, prominent business persons and the
who’s who in London with clients more often than not having to be
serviced with hair styles and looks that are used for carrying out
photo shoots, for filming commercials, television programs and even
movies (Salon 64 2019).
 Ricky Walters encourages his personnel at the salon to be creative
and innovative in their approach to styling and designing the hair of
clients, which is why the work culture that is prevalent at Salon 64 is
one that can be analyzed well enough using the theory of
Adhocracy (Miner 2015).
 Adhocracy Culture is a theory of organizational culture that is based
entirely on creativity and energy.
 The employees of such an organization are encouraged to be risky in
their approach to business with the leaders of such companies often
being regarded as well known entrepreneurs and innovators
(Organ 2018).

HOW CULTURE IMPROVES
ORGANIZATIONAL EFFECTIVENESS
 A strong work culture at an organization indicates
that the employees of the organization are like
minded and that they hold similar values and beliefs.
 If ethical values and beliefs are aligned with business
objectives then this can prove to be highly effective
in the building of teams given that trust and rapport
ensues quickly (Scandura 2017).
 The bond that is created among employees as a
result is something that helps them to avert running
into conflict with one another, and to focus instead on
the completion of tasks.
 A strong corporate culture is capable of easing
communication especially when it comes to
communicating roles and responsibilities to every
individual.

HOW CULTURE IMPROVES
ORGANIZATIONAL EFFECTIVENESS
 Effective communication is also something that is needed in
order for a positive work culture to be established in an
organization.
 In particular, transparency is something that is needed in the
area of communication as this facilitates excellent bonding
among employees as well as between employees and their
supervisors.
 Culture in an organization, at the end of the day is established
by the interaction that takes place between and among
employees and their supervisors (Sweeney and McFarlin 2017).
 Hence if the work place culture is strong and positive in nature,
this can have a very vital role to play in getting employees to
feel optimistic to do the work that they are doing, being
motivated at all times to give their best.
 At Salon 64, Ricky Walters is seen to be friendly, approachable,
flexible, and dynamic and encouraging with both his customers
and his employees as a result of which, the organization is doing
so well for itself on Soho Street today (Salon 64 2019).

IMPACT OF ORGANIZATIONAL
CULTURE ON PERFORMANCE
 When the organizational culture is strong, this is something that
is going to have a very powerful impact on employee motivation.
 A strong and positive culture in an organization will lead to
employees taking a lot of pride in working for that organization
and always feeling motivated to give their best (Vasu et al.
2017).
 They will entirely responsible for ensuring the success of the
organization that they serve and this in turn is something that
will prove to be extremely beneficial for the organization over
both the long term as well as the short term (Vibert 2017).
 Ricky Walters at Salon 64 has taken an active role in creating a
dynamic and flexible work environment where employees feel a
hundred percent motivated to performing their duties in the
most constructive and productive ways.
 Ricky is trendy, experimental and innovative in his approach to
hair styling in addition to being friendly and competitive and this
is something that rubs off on his employees in a very good way.

HOW SALON 64 CAN IMPROVE
EMPLOYEE PERFORMANCE
 In order to emerge as a positive and good leader, Ricky
Walters should engage in one on one interactions
with his employees, getting to know them personally
and trying to understand where they come from in order
to gauge their talents and abilities in the most effective
of ways and use this to enhance the performance of the
salon by leaps and bounds.
 By talking to his employees on a regular basis and by
making an effort to get to know them personally Ricky
can utilize the excellent work culture that is already in
place at the organization to get employees to try out
new types of jobs and techniques that they had earlier
not been comfortable with and which they would not
have tried out on their own accord had Ricky not been
so encouraging and motivating as a leader (Salon 64
2019).

HOW SALON 64 CAN IMPROVE
EMPLOYEE PERFORMANCE
 Ricky Walters should also make use of
the positive work environment that is
already in play at Salon 64 in order to
motive his employees further by
announcing rewards and
recognitions from time to time.
 Short term prizes or competitions can
be announced by Ricky Walters from
time to time to give his employees
something to aim for in order to be able
to prove their skills and abilities in the
best possible way (Salon 64 2019.

CONCLUSION
 Thus, the role that a positive work culture has to play in creating a
positive work environment is not something that can be easily denied.
 A positive work culture in an organization goes a long way in getting
employees to feel included and a part of the organization that they
serve.
 This in turn enables the employees to be far more productive than
what they would usually be, which is beneficial for both the employees
and the employers in the long run, given that the higher the amount of
revenue generated by the employees, the more will be the profit that
is earned by the business owner leading to more incentives and
rewards for the employees.
 When it comes to Salon 64, it needs to be remembered that Ricky
Walters has managed to generate a flexible, dynamic and positive
work culture in the company, by getting his employees to be
innovative, experimental and bold in their approach to hair cutting and
hair stylingHis employees are highly motivated to do their best for him,
especially given the fact that he is friendly and approachable and by
fostering personal relationships with his employees and offering
rewards and recognitions he can go a long way in enhancing the
performance of his company even further.

REFERENCES AND
BIBLIOGRAPHY
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promotion regulatory focus on unethical pro-organizational behavior. Journal of business
ethics, 126(3), pp.423-436.
 Lăzăroiu, G., 2015. Work motivation and organizational behavior. Contemporary Readings in Law
and Social Justice, 7(2), pp.66-75.
 Miner, J.B., 2015. Organizational behavior 1: Essential theories of motivation and leadership.
Routledge.
 Organ, D.W., 2018. Organizational citizenship behavior: recent trends and developments. Annual
Review of Organizational Psychology and Organizational Behavior, 80, pp.295-306.
 Salon64. (2019). Salon 64 | London Salon | Best Hairdressing Team London. [online] Available at:
https://www.salon64.co.uk/team/ [Accessed 15 May 2019].
 Scandura, T.A., 2017. Essentials of organizational behavior: An evidence-based approach. Sage
publications.
 Stewart, G.L., Courtright, S.H. and Manz, C.C., 2019. Self-Leadership: A Paradoxical Core of
Organizational Behavior. Annual Review of Organizational Psychology and Organizational
Behavior, 6, pp.47-67
 Sweeney, P.D. and McFarlin, D., 2017. International organizational behavior: Transcending borders
and cultures. Routledge.

 Vasu, M.L., Stewart, D.W. and Garson, G.D., 2017. Organizational Behavior and Public
Management, Revised and Expanded. Routledge
 Vibert, C., 2017. Theories of Macro-Organizational Behavior: A Handbook of Ideas and
Explanations: A Handbook of Ideas and Explanations. Routledge.
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