BARSHA Company Description - Assignment Example

BARSHA Company BARSHA Company Story The success of a company lies on its mandate on the organizational culture observed by all employees. This implies that employees need to have distinct tendencies that signify their operations and behaviors in the workplace. In this regard, organizational culture signifies the comprehensive system of common values and beliefs that govern workers in companies. The values and beliefs normally manipulate the people in the organization by enhancing productivity and performance (Schein, 2010). BARSHA Company deals with service provision in which the workers offer high quality services to the clients. The company ensures that the clients receive urgent and quality services by encouraging the workers to appreciate their duties and be decent when dealing with different customers. The company’s philosophy is that the employees must work towards attaining the long and short-term objectives (Schein, 2010). This is managed by treating clients with courtesy and building trust through the quality provision of services better than the competitor’s is. This implies that customer care is a valid concept since it maintains the good relationship with esteemed clients, which guarantees recommendations and referrals. The company intends to set up a tradition whereby employees appreciate and accept others from diverse backgrounds (Schein, 2010). This is because of the expansion strategy of entering new markets in other regions. It shall be essential to recruit employees who are willing to follow the organization’s culture of acceptance and trust when interacting with both staff and clients. However, there are complexities of organizational culture environment that needs adjustment to accommodate new employees. Complexities of Organizational Culture Environment The management of BARSHA Company faces the complexity of nurturing a single organizational culture that befits the different beliefs held by the employees. It is apparent that resistance is always eminent when new regulations are adopted, but the management is working on the issue. Organizational culture should not discriminate against the values of individuals or their beliefs since this can cause sabotage (Estlund, 2003). Another complexity is that organizational culture environment sometimes curtails innovation since employees must observe the laid down guidelines. In this regard, organizational culture involving culture variables might cause conflicts between different groups and individuals. The formation of informal groupings at BARSHA Company is another trend that encourages laxity. This is because the members tend to form or follow their own values pertaining to the membership of the groups. The prevalent organizational culture practiced in BARSHA Company is the uniformity of operations in which the workers aim at accomplishing the organizational objectives in all departments. It is also evident that the management offers freedom to all employees to be creative and accept ideas from other stakeholders (Estlund, 2003). This helps in coming up with unique services that maintain the good reputation of the organization. In a bid to expand to other regions, BASHAR Company has a systematic procedure of production methods. Organizations should have a comparable manufacture method that makes their product distinct in the market and this concept enables the workers to follow the departmental guidelines. Treating clients with respect and courtesy is a virtue that the management emphasizes on to create a loyal clientele. Customers need to feel being part of the organization and the workers should attend to their needs without contradictions (Estlund, 2003). Ritual/Ceremony Used by the Company BARSHA Company has put in place an awards ceremony that appreciates the employees who receive positive reviews from the clients. The ceremony also recognizes the deserving employees who have enabled their departments and the entire organization to achieve their objectives. However, it is also essential that the management should encourage cultural diversity when recognizing their people (Estlund, 2003). This is to ensure that there are inclusivity and appreciation of the different cultures within the organization. The aim of the ceremony is not to enhance competition among the workers, but to strengthen their working relationships. This implies that the various teams charged with handling different tasks are awarded depending on their efforts (Estlund, 2003). As a result, the ceremony is not for individual efforts, but collective responsibility of the teams. The company emphasizes on teamwork as the core concept that will drive the workers to produce desirable results. Teamwork is appropriate since it contributes to the sharing of ideas, which enables people to understand and respect their colleagues. Cultural appreciation within BARSHA Company is making the workforce to offer higher productivity. In order to enforce organizational values and ethical principles, the BARSHA Company has developed the recommended code of ethics and regulations that guide employees on their habits and interactions with others (Estlund, 2003). Failure to comply with the codes can attract punishment or dismissal, especially if it affects performance and cultural incorporation. Enforcement of Values and Ethical Principles The company enforces its values and ethical principles of training the employees on the principles that promote customer courtesy and trust. The concept is that the organizational values and ethical principles start from within the company in which all individuals must observe the regulations (Schein, 2010). The management tries to maintain the reputation of the firm by instilling discipline among the staff to display professional habits and practices to the external community. Ethical practices dictate that the employees should respect their colleagues in order to deserve similar treatment from the clients. The culture adopted for eternity that shall strengthen the bonds between the employees is the culture of appreciation and inclusion. Employees from diverse backgrounds should accept each other when working on similar projects. This helps the management in communicating instructions to the various groups without experiencing cases of sabotage or resistance (Schein, 2010). The ritual is meant at building strong teams that can work on difficult tasks together towards satisfying the clients. The ritual of encouraging originality and flexibility is also enhanced to avoid boredom and obsolescence of resources. The motive is to rectify the cultural complexities and obstacles that might impede operations and service delivery. BARSHA Company strives at maintaining its market share in the industry by delivering high quality services and products to different regions. The expansion strategy also depends on the developmental values and ethical practices adopted by the individuals who shall spread the tricks to the new employees (Schein, 2010). They need to work under favorable conditions that enable them to attain their targets without management interferences or challenges. As a result, the organizational philosophy of BARSHA Company is to offer the best conditions for every worker to actualize the organizational goals. Organizational Language Organizational language is the accepted mode of language used by both the management and the employees. BARSHA Company shall adopt two official and native languages favoring the workers. The official languages shall comprise of English and French, while the native dialect will dictate the mode of instructions. The choices are suitable in order to foster a good understanding with the local communities, clients and workers (Tietze, Cohen & Musson, 2003). Languages are important aspects that must be chosen keenly to avoid misunderstanding and ensure easy delivery of instructions. This implies that the local workers should be able to understand the foreign languages chosen at their workstations. The new employees also need to be competent with the foreign languages since this shall be an advantage during recruitment. The concept of the official language and the number of workers to adopt them are vital aspects that should not cause tribalism or discrimination within the company (Tietze, Cohen & Musson, 2003). This is because if the number of local workers exceeds the others, then this might result in groupings based on tribal inclinations. The management shall only authorize the use of official languages when interacting with clients or other organizations on formal dealings. This means that all correspondences must be addressed using the either of the two authorized languages. The organizational culture solely depends on the languages used between the management and workers and management and outsiders. It defines the reputation and value of the company in interacting with the stakeholders (Tietze, Cohen & Musson, 2003). Organizations that do not mind their languages normally lose the interests of the stakeholders in seeking their services or products. In this regard, the tone and language adopted will establish a formal and a reputable foundation for the firm to expand into other regions. Values Promoting Strong Adaptive Corporate Culture The values necessary to promote a strong adaptive corporate culture entail decentralization of decision making where necessary, reinforce the essence of creativity and maintain constant communication. The decentralization of decision-making enables the employees to respond to emergency cases without waiting for the final words from the senior management. This also enables the management to prepare the workers for leadership positions in which they are capable of attending to the pressing issues of the company (Tietze, Cohen & Musson, 2003). The BARSHA Company management also believes in the value of maintaining constant communication within and outside the organization. Communication minimizes confusion, incompetency and under productivity since it enhances an understanding of the operations. Workers should be free to air their opinions regarding the happenings in the company because it reduces time wasting and misuse of resources. The other essential value that promotes a strong adaptive corporate culture is the reinforcement of the importance of creativity. Organizational culture should allow workers the room to be creative in their operations instead of limiting them to the normal routines (Tietze, Cohen & Musson, 2003). Since BARSHA Company focuses on the service delivery, it allows the employees to come up with creative strategies that shall attract more clientele. A challenging environment prepares the employees to be creative in order to solve the emerging threats and trends. It is also apparent that an effective organizational culture should not contribute to a mass turnout of workers if they feel that the company is suppressing their creativity. Considering this, the three values are appropriate for the establishment of an adopted corporate culture where employees feel being part of the company. Socialization Process It is vital to incorporate new people into an organization through the socialization process, which is the accommodation and inheritance of norms, customs and ideologies of a company (Grusec & Hastings, 2015). Socialization process facilitates the morals within the organization as influenced by the corporate culture observed by other employees. In the context of BARSHA Company, the socialization process of new people into the firm involves orientation of the fresh recruits, mentoring and recruitment in informal and formal interactions. Orientation is the teaching of the recruits the principles accepted at BARSHA Company and ensuring that they are comfortable to adhere to them. This also assists in guiding the new employees to understand the rules and morals of the organization to avoid future tussles (Grusec & Hastings, 2015). Another socialization process involves the mentoring of the new people into an organization to enable them interact with the senior employees. Mentoring is vital for preparing and molding the new people to adapt to the changes within their workstations. The formal and informal channels in organizations are avenues of socialization where new people join to feel part of the company (Grusec & Hastings, 2015). This is because the channels are interactions areas where lasting socialization takes place during the lunch breaks, meetings or after work sessions. As a result, the new people get to observe the recommended habits of their peers and superiors in different workplace situations. They also gain an awareness of the true values of an organization and this influences changes in their conducts. Inculcation of Cultural Norms The socialization process of new people into an organization in order to inculcate them and get them to adopt cultural norms is successful to the ethical behavior promotion. For instance, it preserves stability for an organization through the maintenance of values and history (Grusec & Hastings, 2015). This is because the recruits receive a sense of membership in the company. It is also prudent that socialization promotes ethical behavior through social exchanges in healthy ways. This implies that the employees engage in social activities that enhance ethical habits, such as healthy competition between them. The promotion of ethical behaviors through the socialization process emerges when the employees learn respect and cooperation. They need to undertake activities that paint a good picture to the outsiders without jeopardizing their procedures. The core concept of organizational culture at BARSHA Company is the preservation of ethics when attending to the clients’ demands (Grusec & Hastings, 2015). Participatory involvement in different organs of the organizations instills the respect among the workers to be truthful in their operations. The company has also introduced training programs that enable the employees to understand the ethical requirements. However, the socialization process should start during interviews when recruiting the new people into the organization to prepare them for the required expectations. This helps in the selection of those who are ready to follow the requirements of the management at BARSHA Company (Grusec & Hastings, 2015). References Estlund, C. (2003). Working together: How workplace bonds strengthen a diverse democracy. Oxford: Oxford University Press. Grusec, J. E., & Hastings, P. D. (2015). Handbook of socialization: Theory and research. New York: The Guillford Press. Schein, E. H. (2010). Organizational Culture and Leadership. New York, NY: John Wiley & Sons. Tietze, S., Cohen, L., & Musson, G. (2003). Understanding organizations through language. London [u.a.: SAGE. Read More