Vodafone's Modern Workplace: Organizational Culture and Structure

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Introducing the Modern Workplace
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Table of Contents
Introduction................................................................................................................................3
Discussion..................................................................................................................................4
Conclusion..................................................................................................................................9
Reference list............................................................................................................................10
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Introduction
A modern workplace includes blends of equipments, technologies, culture and mobile
environment and other factors. The big or international companies have trends to introduce
modern workplace environment that includes different of ideas to enrich productivity and
employee motivation (Mumby and Kuhn, 2018). The study has purpose to describe
organisational culture and structure of Vodafone in order to improve the organisational
performance while assuring relevant designs and culture model of the organisation. Vodafone
has improved and diversified its workplace by introducing modern culture and infrastructure
that has ensured better workplace status for the projects (Vodafone.com, 2019). The essay
will explore the scenario of internal culture and organisational performance of Vodafone by
interpreting specific theories and models. Vodafone Plc is British Telecommunication
Company that is headquartered in Berkshire, the UK. Vodafone has introduced modern
functions and technologies in the workplace, which will be discussed in the essay.
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Discussion
Organisational structure is important to achieve the goals determined by every organisation.
Organisational structure includes rules, roles and responsibilities that determine the
information flow of an organisation. There are several types of organisational structures
including Hierarchical Structure, Matrix Structure, Flat Structure, Network Structure,
Divisional Structure, Line Organizational Structure and others. Vodafone uses Hierarchical
Structure where it has significantly used the different levels of authority and chains of the
organisations. Vodafone Plc involves new organisational structure that has enabled the
continuous improvement that to deliver group’s strategic goals (Vodafone.com, 2019). It
focuses on key financial and organisational analysis in order to prioritise the cost efficiency
and managerial governance. It focuses to improve the structure and simplify the managerial
structure. According to Goffee and Scase (2015), organisational structure has shown its
relevance to focus on two major aspects that associates the organisational activity and
performance. Vodafone Plc has recognised different roles to reflect the various economies
and political environment that has helped the company to continue with new and improved
environment. In the Europe, it comprises all existing businesses that is been controlled with
one regional CEO, who is in charge of this region. In Africa, Middle East, Australia and New
Zealand, Vodafone has simplified its emerging economies accordingly in defining the
organisational structure having one regional CEO in this region (Vodafone.com, 2019).
Group marketing, Vodafone Global Enterprise, Vodafone Business Services, Partner Markets
and others have responsibility to combine into new organisational structure to simplify the
internal structure. Group Chief Commercial Officer (CCO) has been appointed as commercial
head to be responsible as per regional report of Vodafone (Vodafone.com, 2019). In recent
times, Vodafone has specific organisational structure to avoid the duplication of processes for
maximising strengths of the organisations.
Organizational Theory refers to develop the concepts regarding the set of interrelated
concepts and definitions of individual in performing the activities to accomplish the common
goal (Tong et al., 2015). In the organisation, a proper and basic structure is maintained to
achieve or accomplish the social relationships between individuals concerned within the
organisation. Vodafone uses the theory as they focus on basic structures with sub groups to
perform the sets of concepts and synergy. As per the view of Goffee and Scase (2015), the
theory establishes new and modern workplace facilities and importance regarding individual
working alone. Strong relationship includes the well-explained improvement and
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accomplished workplace planning through implementing organisational theories. Again, the
7-S Model helps the organisation to adopt the basic focus relating the firm’s design (Noe et
al., 2017). The model is helpful to achieve the internal elements and strategic development
that significantly focuses on key internal elements of 7 S such as strategy, shared values,
systems, structure, staff, style and skills. This model is developed to represent the
connections between 7 elements to shape organisational improvements. Vodafone shows the
opportunity to improve the organisational designs in order to introduce the sustained
competitive analysis and to compete positively in the telecommunications sector
(Vodafone.com, 2019). Strategy and structure represent the business divisions that are
accountable to organise and develop the changes to the framework. Systems include the
processes to develop the focus for analysing employee performance and organisational deigns
(Gorblyansky et al., 2019).
In 2013, Vodafone uses sales terms and resale channel to expand the networking channel.
3G and 4G telecom spectrum in high competitive bidding have been auctioned. Changes in
organisational structure are initiated due to acquisition, economy and process changes. After
merger takes place, it was important to focus on increasing communication and
organisational absorption to maximise the processes of organisations (Flyverbom et al.,
2016). Vodafone is considered as first global company to declare gender target and hires both
female and male in equal number. Global Maternity Policy is launched for improving
organisational culture. It includes the global infrastructures across global market for the
employees. It operates in 26 countries, partner mobile channel in 48 countries and fixed
operations in 17 markets (Tehrani, 2018).
Organisational culture refers to underline the beliefs, values and assumptions to contribute
in unique social and psychological environment of the organisation. The company has taken
several improvements to achieve the supports and global leadership level for better efforts
and results. Vodafone has journey to achieve the global recognition for the company.
Organisational culture involves the strong support of leadership level and supports the
LGBT community and received external fame for efforts (Tehrani, 2018). It is effective to
focus on delivering the global fame and external recognition regarding these efforts. Diversity
is taken into considerations for improving organisational culture. It is ensured to improve the
statistics and analytical tools that are used in Vodafone. As per the view of Bratton (2015),
organisational diversity helps the organisation to improve and analyse the diversity bias and
consistency to hire employees from all cultures. Diversity in workplace helps to improve the
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organisational development and improvement to establish the competency and improvements
within the organisations. Vodafone has recently declared goals regarding gender diversity in
their workplace (Vodafone.com, 2019). Appointments are based on merits and equal pay
indiscriminately. Gender, culture and age are not focused while hiring as discrimination on
keeping positive intent and workplace context regarding workplace improvement.
Organisational structure and culture have specific role to interpret the dynamic teamwork as
it helps to retain improvement and positive activity.
Handy's Model of Organisational Culture is essential analytical tool that has determined the
organisational culture into power, role, task and person as the cultural attributes (Mumby and
Kuhn, 2018). This model focuses to interpret an organisation regardless of its regulation and
achievement with the best long-term benefits. Consequence includes quick decision-making
processes regarding strong power culture to develop the attributions in the organisational
activity. Vodafone uses task culture within their organisation. The four factors of the model
include attributions regarding their roles and responsibilities. In the light of Goffee and Scase
(2015), task culture are formed to address the specific problems to analyse and engage with
progress projects that enables the organisation in attaining more profits in the market.
Vodafone follows the culture-oriented development by maintaining functional depts. and
project teams within the organisation. Team can focus to develop the matrix organisations
that may develop own objectives. Regarding the determination of right mixes of skills and
responsibilities, Vodafone develops the incredible productivity and creative workplace
culture by applying this culture. Within the organisation, persons with developing culture and
performance are focused to establish the effective working environment.
As opined by Calitz et al. (2016), an opposite relationship exists between performance and
culture. It is analysed that high performance is ensured to lead strong cultural and
performance for evaluating the collective principles and morals within the organisation.
Vodafone operates to relate the performance and customs with performance development. It
helps to lead the cultural improvement and high organisational success. It helps to emphasise
the critical and cultural element to lead and contribute the organisational success (Mumby
and Kuhn, 2018). Organisational structure influences the performance while categorising the
formal and informal structural has impact with each other. Formal structure helps to retain
employees to relate with each other while informal structure interacts practically (De Cocker
et al., 2016). Once, organisation makes any decision, employee attitude is important part to
achieve the boldness, process and objectives with growth of cultural morals. Organisational
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culture includes the increased organisational capabilities and processes those results in
achieving the performance of the workplace entirely. It helps to retain increased
organisational performance for developing and expanding the processes regarding cultural
morals and customs. These factors include achieving growth and processes in diversified
workplace (Cole, 2018). Within Vodafone, the diversity and other cultural norms affect the
performance and changes to implement in future.
Organisational structures influences the capabilities and process that result in increased
performance of employees. It increases and includes the organisational development and
faulty assumptions regarding cultural morals and customs. According to Goffee and Scase
(2015), poor design can result poor structure though having good performing employees. In
the context of adopting organisational development, proper structure and design are crucial to
maintain the performance development and management to amplify the feeling. Vodafone is
being influenced to develop the policies and diversified workplace culture that influences the
performance of both employees and employers (Vodafone.com, 2019). It arbitrary pushes
people to behave like structure, system or processes that fit the organisations. Effects of
organisational culture and commitments focus on better services between organisational
culture and performance. Self-efficacy and performance ability include most of the
organisational development and experience regarding discrimination within organisation
(Gorblyansky et al., 2019). Rapid economic growth increases the demands for labours to lead
the emerging market development. In case of Vodafone, its cultural and structural changes
include strong labour forces to receive the economic growth and vocational development in
receiving the strong market share in telecommunication industry.
On the other hand, The Cultural Web Model is analytical tool that is generally used to clarify
the organisational development and culture (Lewis, 2015). It represents the elements that
describe organisational culture as per the analysis. Through this model, it helps to create the
organisational culture regarding performance of the organisation. Vodafone uses this model
to clarify the work related questions and queries for performing the organisational activities.
According to Shields et al. (2015), a culture is shaped to interpret organisational concerns in
where they operate. Organisational culture includes the similarities and actions regarding
external environment and behavioural impact to attract customers and clients. Leader–
member exchange theory can be applied to develop the internal and external analysis in
terms of promotional and challenging assignments. However, it is focused to explore how
leaders and managers work in contributing for growth with team members. It is effective to
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analyse and evaluate those relationships to help growing and succeeding with opportunities.
The theory has impact over role taking, role making and routinization (Vodafone.com, 2019).
It helps to establish relationship based development between managers and subordinates.
Internal culture and structure are influenced to establish improved workforces and
performance (Mumby and Kuhn, 2018). It affects as per analysis of relationship regarding
structure, culture, people and organisational performance of Vodafone. As per Vodafone’s
current working scenario, it is important to focus on organisational development and cultural
interpretation that needs to enhance for better organisational development and performance
(Vodafone.com, 2019). Internal structure is influenced in terms of enriching business
performance and cultural scenario. It is assessed to interpret the structural and cultural
development that is needed to develop the organisational performance and analysis. It is
helpful to focus on assessing the global business scenario and establishing new organisational
structure to introduce modern business workplace (Shields et al. 2015). Vodafone has
identified the analysis of direct relationship and the new structural conduction and
performance.
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Conclusion
The essay is focused to develop and analyse the organisational development and
establishments regarding proper work place improvements. It is important to analyse the
relationship regarding organisational structure and culture to introduce modern workplace.
The essay is focused to analyse and interpret the organisational culture and contributions for
establishing social and psychological culture of Vodafone that influences the organisational
development and unique workplace design. The essay is focused to develop the unique and
better workplace to include the organisational establishments and improvements. It affects to
establish organisational culture and performance based analysis to describe the core strategies
taken by the organisations.
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Reference list
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Cole, G.D.H., 2018. Workshop Organisation. Routledge.
De Cocker, K., De Bourdeaudhuij, I., Cardon, G. and Vandelanotte, C., 2016. The
effectiveness of a web-based computer-tailored intervention on workplace sitting: a
randomized controlled trial. Journal of medical Internet research, 18(5), p.e96.
Flyverbom, M., Leonardi, P., Stohl, C. and Stohl, M., 2016. Digital age| the management of
visibilities in the digital age—introduction. International Journal of Communication, 10,
p.12.
Goffee, R. and Scase, R., 2015. Corporate Realities (Routledge Revivals): The Dynamics of
Large and Small Organisations. Routledge.
Gorblyansky, Y.Y., Kontorovich, E.P., Ponamareva, O.P., Khodareva, K.V. and Fedyakina,
V.V., 2019, June. Assessment and Management of Psychosocial Risks at Workplace. In II
International Scientific-Practical Conference" Psychology of Extreme
Professions"(ISPCPEP 2019). Atlantis Press.
M. Lewis, J., 2015. The politics and consequences of performance measurement. Policy and
Society, 34(1), pp.1-12.
Mumby, D.K. and Kuhn, T.R., 2018. Organizational Communication: A Critical
Introduction. Sage Publications.
Noe, R.A., Hollenbeck, J.R., Gerhart, B. and Wright, P.M., 2017. Human resource
management: Gaining a competitive advantage. New York, NY: McGraw-Hill Education.
Shields, J., Brown, M., Kaine, S., Dolle-Samuel, C., North-Samardzic, A., McLean, P.,
Johns, R., O'Leary, P., Robinson, J. and Plimmer, G., 2015. Managing employee performance
& reward: Concepts, practices, strategies. Cambridge University Press.
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Tehrani, R. (2018). Vodafone – Tech Culture. [online] Techculture.tmcnet.com. Available at:
https://techculture.tmcnet.com/vodafone-3/ [Accessed 5 Jul. 2019].
Tong, C., Tak, W.I.W. and Wong, A., 2015. The impact of knowledge sharing on the
relationship between organizational culture and job satisfaction: The perception of
information communication and technology (ICT) practitioners in Hong Kong. International
Journal of Human Resource Studies, 5(1), p.19.
Vodafone.com. (2019). [online] Available at:
https://www.vodafone.com/content/index/media/vodafone-group-releases/2010/
new_structure.html# [Accessed 5 Jul. 2019].
Vodafone.com. (2019). [online] Available at: https://www.vodafone.com/content/index.html
[Accessed 5 Jul. 2019].
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