The purpose of this report is to underscore the significance of a cohesive culture to organizational performance. Some of the positive aspects of a strong organizational culture such as enhancement of problem solving capacity and unity among employees have been discussed…
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The report discusses several changes that are necessary in the workplace of BSG Ltd. to enhance commitment and productivity among the employees. Changes such as improvement of workplace relations, teamwork, employee motivation, career mobility, workplace learning and strong leadership strategies have been highlighted. All these changes point towards the establishment of a cohesive culture that can help the management of this company to address the emerging issues in the workplace.
Some recommendations regarding the implementation of the highlighted changes in the workplace have been put forward in the report. They include; adoption of a leadership strategy that promotes a cohesive organizational culture, establishment of workplace relations, promotion of teamwork, identification of development needs, control of employee turnover and enhancement of employee welfare. The need to take the workers’ interests in to consideration in the course of change has been emphasized.
The conclusion portrays the learning outcomes of the report regarding the need for a cohesive organizational culture. The changes and recommendations that need to be adopted by the company have been noted as a general picture of what a cohesive organizational culture entails. The group prefers employee focused leadership in the organization as indicated in the conclusion. Introduction This report addresses some issues that have emerged in BSG Ltd. leading to a fall in the profits of the organization below projections for the last two years in light of aggressive competition and a declining economy. The results of a culture/employee attitude survey in the organization indicated lack of cohesion amongst employees, low levels of job satisfaction and organizational commitment, low levels of trust between management and employees, poor team work, and a belief by many that there was little opportunity for advancement. An analysis of company data for the year ending 2010 revealed a 30% increase in pilfering, in both warehouse stocks, and stationery supplies. Staff turnover is an issue also, up by 15% in year ending 2010. The benefits of a strong cohesive culture have been emphasized, as well as the changes that need to be implemented by management to this workplace. Some recommendations have been put forward in regard to the implementation of the changes to make them acceptable by the workforce. Organizational Culture Hofstede defined culture as a tool that the mind applies to guide a person’s day to day activities and interactions with others. He portrayed culture as a collective aspect that occupies a particular social
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Organisational culture is not something which is absolute or definite, but as the interpretivists assert, that things as not as they are but as people want to see them. The paper will briefly attempt to apply a few models and theories of organisational culture on the company allowing having a better understanding of Semco’s organisational culture.
The term ‘organisational culture’ has been defined differently by different professionals and academicians but everyone seems to be agreed that it refers to a system of shared values by the members of an organisation. The term ‘shared values’ consists of beliefs. It can be said that the culture of an orgnisation reflects its personality.
Some of the external challenges were the Asian financial crisis and the rise of outsourcing in China and India. CEO Harris DeLoach challenged the senior vice president of Human Resources, Cindy Hartley, to restructure HR and to decrease HR costs by 20%, while improving the role of HR in strategically supporting the General Managers’ (GMs) business objectives.
Table of Contents
Evaluation of High Performance Work and Performance Management System in Tesco 4
Performance Management Framework 4
Evolving the Performance Framework 5
Performance Appraisal and Reward System 5
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Globalization has increased competition and hence the organizations are faced with fast paced competitive environments. As a result the companies are looking at the human resources to provide the much required differentiation. As a result, this has lead to a lot of interest in the assessment of the performance of the employees and more importantly how to get the best out of the human resource to gain competitive advantage (Aguinis, 2009, p.
This was before the organizational change that will be discussed in this report.
It has been said that organizations are built to be immortal and to survive beyond the individuals who initiated the organization. By inference therefore, organizations are intended to be bureaucratic, and should give meaning to the individuals involved in the running of the organization.
The research are narrowed to investigating and identifying the general principles that apply to employee performance in the financial services sector; exploring the OC factors that positively affect employee involvement, participation and motivation; analysing the extend to which particular types of organisational culture can foster different levels of employee commitment and engagement
But what has gained importance in the last few years is the process of measuring performance of the organisations. It includes establishing organisational goals and monitoring progress towards achieving them. Finally, adjustments are made to meet those goals more
The author concluded that Denison came up with an organizational culture model that has components that can be applied universally. He recommends to measure the needs of the organization, design an organizational culture depending on the needs and objectives of the organization and then develop the different aspects of organizational culture aspects.
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