Organizational Culture and Workplace Design at Dhillon Farm

This report, submitted by a student for the University of Northampton's STRM066 module, investigates the relationship between the physical design of the workplace and the organizational culture at Dhillon Farm, a fruit and vegetable importer. The research includes a literature review covering different perspectives on organizational culture and how workplace design shapes it, including discussions on 'servicescape' and open versus closed office arrangements. The project employs a positivist research paradigm, utilizing interviews and analysis to explore the impact of the physical layout on Dhillon Farm's culture. The study examines the research questions, hypotheses, research design, sampling methods, data analysis tools, and a detailed research schedule. The report highlights the importance of workplace environment in shaping the culture, with consideration to the importance of incorporating innovative design, employee wellbeing and the role of managers in the workplace. The report concludes with a reference section. The report highlights the role of design in the context of the company's culture.

Running head: MANAGEMENT
Impact of physical design on the organization culture of Dhillon Farm
Name of the student:
Name of the university:
Author note:

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Table of contents
Introduction................................................................................................................................1
Research context........................................................................................................................2
Research questions.....................................................................................................................3
Literature review........................................................................................................................3
a. Different perspectives of ‘organisational culture’..............................................................3
b. Different perspectives on how the physical design of the workplace shapes
organisational culture.............................................................................................................5
c. “Servicescape’ and ‘open plan offices vs closed office arrangements’.............................6
Research design..........................................................................................................................7
1. Research paradigm.............................................................................................................7
2. Impact of research paradigm on methodology or procedures............................................8
3. Impact of research paradigm on the choice of research methods or tools.........................8
Research design (sampling).......................................................................................................8
1. Who are you generating/gathering data from?...................................................................8
2. How many people are you generating/gathering data from?.............................................8
3. Criteria for gathering data..................................................................................................8
4. Process of collecting data...................................................................................................9
5. Method of informing the samples about the purpose of the project..................................9
6. Process of securing consent from your participants...........................................................9
Research design (Analysis)........................................................................................................9
1. Tools for analysing the data...............................................................................................9
2. Methods for analysing the data..........................................................................................9
Research schedule....................................................................................................................10
References................................................................................................................................11

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Introduction
The project is about the organizational culture and workplace environment of Dhillon
Farm. Establishing correlation between organizational culture and workplace environment is
the main aim of the project. However, a critical approach is applied to the research in terms
of forming organizational culture as an important part of the workplace environment.
My position in the research is that of an accounts assistant, currently having
placement in the company, Dhillon Farm.
The dynamics of the workplace has deeper connotations in terms of culture. Different
cultures conglomerates and shapes the diversity. I like to research about different cultures and
their impact on the workplace. I have expressed my interest for cultural studies in the
research projects. Therefore, I expressed my affirmation for the research topic.
The research problem is improper expression of the cultural dynamics by the manager
of the Dhillon Farm. The design of the workplace is also not appropriate in terms of the
identified and specified requirements. Meagre investment and that too without planning
aggravates the complexities in terms of effective handling of the queries of the customers.
Online modes of marketing is one of an efficient means of handling the business operations,
however, absence of planning adds an interrogative parameter towards the adopted modes of
marketing. This research would conduct interviews on the managers, which would assist in
delving deeper into the efforts towards ensuring smooth functioning of the workplace
dynamics through the preservation of the cultural values. The responses of the managers
would reflects their behavioural approach towards complying with the terms and conditions
of the ethical code of conduct.

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Research context
Dhillon Farms has achieved accolades and glory by emerging as the largest Fruit and
Vegetable importers. The operational areas include imports mainly from Ghana, India and
Pakistan. The importing activities centres on Jordan, Kenya, Uganda, Brazil, Egypt and
Europe (Dhillonfarms.com 2019). The main warehouse head office is at 9E, Brent Road
Southall UB2 5FB. As a matter of specification, the main operation areas are as follows”
 Western international market (Dhillon Farm Veg Ltd, P3 Western International
Market, Hayes Road Southall UB2 5XJ
 New Spitalfields Market (International Growers and Wholesalers Ltd- Stand 80 New
Spitalfields Market Leyton E10 5SQ
 Wholesale market in Birmingham
The company size of Dhillon Farm is micro with less than 10 employees or turnover
under 2 million pounds (Dhillonfarms.com 2019).
Research questions
 What impact does the physical layout\design of Dhillon Farm have on the
organizational culture?
 H0 Physical layout\design of Dhillon Farm does not have any impact on the
organizational culture
 H1 Physical layout\design of Dhillon Farm adversely impacts the organizational
culture
Literature review
a. Different perspectives of ‘organisational culture’
The etymological origin of organizational culture is in the ancient anthropology,
portrayed as shared symbols and meanings. This relates to the workplace scenario, where the

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employees work towards the common goal of attaining success. In this, they are instructed to
follow the cultural values specified in the ethical code of conduct. According to Bortolotti,
Boscari and Danese (2015), culture relates to the norms, tradition, values and beliefs. On the
other hand, Valmohammadi and Roshanzamir (2015) is of the view that stories, myths and
symbolism are the means of disseminating important information related to the organizational
culture. On the contrary, O'Neill, Beauvais and Scholl (2016) opines that culture exists in
three different levels. Level one is known as surface manifestation, where culture is perceived
in terms of the symbols, language and the architecture. Typical example of this level is the
congenial workplace environment, indicating the stability between the employees, employers
and the managers.
The second level of the culture is the values, which binds the workplace operations. In
this case, the foundational roots of culture lies in the morals, awareness towards religious and
social concepts among others. These assumptions forms crucial notions about the dynamics
of the workplace operations. In this, Chatman and O’Reilly (2016) highlights the three
frameworks: integration, differentiation and fragmentation, which helps in achieving deeper
understanding of organizational culture. Integration or unitary approach focuses on the
consistency towards transparency and unification in terms of the improving on the
organizational effectiveness. The differentiation perspective caters to the different cultures
and subcultures, which possesses different interests. Fulfilling all of these interests needs the
implementation of liberal approach, which is attained through the Ethical Code of Conduct.
Fragmented approach towards the culture is associated with the conflicts, which contradicts
the aspect of team work needed for enhancing the efficiency within the business operations.
Some of the critics argue about controlling the workplace culture. This reflects the
aspect of corporate governance. Mention can be made of the social constructionist
perspectives, which rejects the aspect of control towards culture. This is because of the

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conglomeration of the different cultures through the group discussions, which indicate the
chances of differentiation of opinions, followed by conflicts (Valmohammadi and
Roshanzamir (2015). Along with this, there are three different forms- corporate control,
bureaucratic and culture control.
b. Different perspectives on how the physical design of the workplace shapes
organisational culture
Workplace is one of the typical exemplars of culture. Infusing the corporate values
within the operations provides an insight into the efforts towards preservation of the
organizational culture. In most of the cases, it is seen that traditionalism is effective in terms
of preserving the workplace culture. According to Myerson and Bichard (2016), the present
workplace scenario, the managers intend to enhance the awareness of the employees about
the culture. This is in terms of maintaining the balance among the workers regarding the
experimentation with the skills, expertise and knowledge. In this, efforts are made towards
conducting market research for upgrading the knowledge about the condition of the labor
market.
The managers play an important role in disseminating the information of the
workplace culture to the employees. When they enter into the workplace, they possess
different interests. However, they are instructed that they are to work towards the common
goal, that is, the achievement of success. For example, the facility manager is supposed to
look after the architectural planning and designing. In this, the engineers are involved for
applying the most innovative design into the business operations. As per the opinions of
Grenness (2015), the provision of innovative workplace environment is assistance in
receiving productive output from the employees. This is, in turn, fruitful in terms of
enhancing the workplace diversity. Mention can be made of the utilizing the office space in
many other ways. Typical example of this is using the auditoriums for organizing the training

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programs. Along with this, frequent communication with the engineers seems fruitful in
terms of infusing new concepts within the office design. Typical example of this is the
establishment of gyms along with cafeteria for ensuring the wellbeing of the employees.
According to the arguments of Kent et al. (2016), in the current office layouts,
cubicles are the major forms. These cubicles are an approach towards maintaining the
privacy. The cubicles are effective in terms of maintaining the concentration, which the
employees need for carrying out the tasks in an efficient and effective manner. Adjoined form
of the cubicles is fruitful, as it generates group discussions among the employees, enhancing
the cultural diversity.
c. “Servicescape’ and ‘open plan offices vs closed office arrangements’
There have been adequate research on closed office and open office plan in the
workplace. In this context, the claims of the employees and employers adds relevancy into
the plan. According to the opinions of Manca et al. (2018), closed office designs relate to the
traditional form, where there are divisions with rooms, cubicles and departments. This
architectural form is the most preferred in terms of privacy and quietness. On the contrary,
open office is also one of the forms, which are separated only by desks. Absence of internal
walls, cubicles and dividers makes the privacy in the office obsolete. Moreover, the
workplace environment is noisy, acting as a disruption for the employees in terms of
executing the operations as per the requirements.
Furniture also differs in the open and closed office layouts. For example, the design of
the table and the desks reflect the number of people it can accommodate. The walls in the
closed offices can only be used for hanging calenders and notices. On the other hand, Ropo et
al. (2015) states that open offices can use the walls for putting wall hangings like paintings,
putting cupboards or segmenting different units and departments. Apart from this, mention

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can be made of the tables, which was earlier used for keeping the files. In the modern times,
tables are used for accommodating various computer devices and its parts. In the tables, there
are channels or openings, which assists the computer cables to pass smoothly. The planning
in this case ensures the risks like tripping by entangling in the wires. Absence of division in
this case is ease in terms of making proper arrangement of the properties.
Differentiation can also be established in terms of the approach of the employees. In
closed offices, the employees feel isolated from the co-workers. The architectural plan
reflects the presence of the boundary walls, which indicates the concentration of the workers
into their individual performance. This approach reflects quieter workplace environment
contradicting the teamwork, which is needed for enhancing the productivity (Manca et al.
2018). However, this type of workplace design proves appropriate for the companies and
organizations dealing in the provision of financial services.
Servicescape, on the other hand, relates to a model, which is used for assessing the
impact of the physical environment on the service operations. The main focus of this model is
on the mapping the behaviour of the people in the workplace environment in which they are
placed. This mapping enhances the awareness about the parameters, which do not align with
the identified and the specified objectives. Countering this, Kent et al. (2016) argues that
open and closed office architectural plans are crucial components of the servicescape model.
Research design
1. Research paradigm
The current research belongs to the paradigm of positivism. This is because of the
establishment of scientific and objective knowledge regarding the impact of physical design
on the organizational culture (Ledford and Gast 2018). The attempts of collecting data can be
considered as an attempt to deconstruct the traditional approaches used for enhancing the

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workplace culture through the provision of healthy and congenial working environment.
Deducing relevant conclusions from the anticipated findings from the collected data indicates
the applicability of intepretivism. This is with due consideration to the preservation of the
traditionalism within the workplace of companies and organizations like Dhillon Farm.
2. Impact of research paradigm on methodology or procedures
For establishing the positive and scientific facts, data is collected. This reflects the
exploratory approach towards conducting the research on the impact of the physical design
on the workplace culture of Dhillon Farm. In order to deconstruct the traditional facts,
alignment was established with the identified and specified hypothesis (Fletcher 2017). In
context of this approach, the negative hypothesis attains a backseat. Synthesis of the findings
for deducing the conclusions assisted in interpreting new facts about the physical layout of
the workplace and its impact on the cultural diversity.
3. Impact of research paradigm on the choice of research methods or tools
Positivism philosophy is appropriate in terms of applying explorative research design.
This is in terms of using the deductive approach towards establishing the positive facts
related to the physical layout and the influence created on the workplace culture. Collecting
quantitative data about these aspects is fruitful in terms of applying appropriate research
strategy (Ledford and Gast 2018). This leads to the next segment, that is, analysis.
Research design (sampling)
1. Who are you generating/gathering data from?
Employees and managers of Dhillon Farm
2. How many people are you generating/gathering data from?
24 employees and 1 manager of Dhillon Farm

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3. Criteria for gathering data
Survey and interview questionnaires would be used for generating data from the
employees and the manager of Dhillon Farm.
4. Process of collecting data
The means of survey would be used for collecting the data from the customers and
manager of Dhillon Farm regarding the impact of physical layout on the workplace culture.
5. Method of informing the samples about the purpose of the project
Notices would be uploaded on the official websites and the social networking sites for
disseminating the information about the purpose of the project to the samples.
6. Process of securing consent from your participants
Informed Consent Forms would be used for securing the information shared by the
participants during the data collection process.
Research design (Analysis)
1. Tools for analysing the data
Tables, charts and graphs would be developed for projecting the responses of the
samples. This pictorial representation would be crucial in terms of deducing relevant
conclusions regarding the impact of physical layout on the workplace culture and
environment as a whole. Along with this, statistical data regarding the budget spend on the
architectural plan would also be helpful for analysing the collected data. Along with this,
correlation and regression would be conducted by using the SPSS tool.
2. Methods for analysing the data
Quantitative research method as well as qualitative would be used for analysing the
data collected on the impact of the physical layout in the workplace culture. Graphical
projection of the responses of the samples would be crucial in terms of detecting their

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approaches towards the workplace culture of Dhillon Farm. Along with this, considering the
claims of the managers would be vital in terms of assessing the effectiveness, appropriateness
and feasibility of the levied strategies for enhancing the workplace culture.
Research schedule
1. When will you aim to secure ethical approval by?
 20th April
2. When will you begin the process of gathering data?
 26th April
3. When will you begin to analyse your data?
 30th April
4. When will the analysis be complete?
 5th May
5. When will you revise your literature review?
 8th May
6. When will you produce the first draft of your project report?
 15th May

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References
Bortolotti, T., Boscari, S. and Danese, P., 2015. Successful lean implementation:
Organizational culture and soft lean practices. International Journal of Production Economics,
160, pp.182-201.
Chatman, J.A. and O’Reilly, C.A., 2016. Paradigm lost: Reinvigorating the study of
organizational culture. Research in Organizational Behavior, 36, pp.199-224.
Dhillonfarms.com 2019. About us. Available at: http://www.dhillonfarms.com/about.html
(Accessed on 17th April 2019)
Fletcher, A.J., 2017. Applying critical realism in qualitative research: methodology meets
method. International Journal of Social Research Methodology, 20(2), pp.181-194.
Grenness, T., 2015. Culture matters: space and leadership in a cross-cultural perspective.
Leadership in Spaces and Places, p.199.
Kent, K., Goetzel, R.Z., Roemer, E.C., Prasad, A. and Freundlich, N., 2016. Promoting
healthy workplaces by building cultures of health and applying strategic communications.
Journal of occupational and environmental medicine, 58(2), pp.114-122.
Ledford, J.R. and Gast, D.L., 2018. Single case research methodology: Applications in
special education and behavioral sciences. Routledge.
Manca, C., Grijalvo, M., Palacios, M. and Kaulio, M., 2018. Collaborative workplaces for
innovation in service companies: barriers and enablers for supporting new ways of
working. Service Business, 12(3), pp.525-550.
Myerson, J. and Bichard, J.A., 2016. New demographics new workspace: Office design for
the changing workforce. Routledge.

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O'Neill, J.W., Beauvais, L.L. and Scholl, R.W., 2016. The use of organizational culture and
structure to guide strategic behavior: An information processing perspective. Journal of
Behavioral and Applied Management, 2(2), p.816.
Ropo, A., De Paoli, D., Salovaara, P. and Sauer, E., 2015. Why does space need to be taken
seriously in leadership and organization studies and practice (pp. 1-23). Cheltenham:
Edward Elgar Publishing.
Valmohammadi, C. and Roshanzamir, S., 2015. The guidelines of improvement: Relations
among organizational culture, TQM and performance. International Journal of Production
Economics, 164, pp.167-178.