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Organisation Culture
April 2025 Examination
1. Understanding Schein’s Model of
Organisational Culture
Critically evaluate Edgar Schein’s
three levels of organisational culture (artifacts, espoused values, and basic
underlying assumptions). How do these levels interact to shape an
organisation's culture? Use examples from organisations to illustrate your
answer. (10 Marks)
Ans 1.
Introduction
Organisational
culture is a fundamental aspect of any business entity, shaping employee
behavior, decision-making processes, and overall performance. One of the most
influential models in understanding organisational culture is Edgar Schein's
Three Levels of Organisational Culture. Schein, a renowned organisational
psychologist, proposed that culture in an organisation exists at three distinct
yet interrelated levels: artifacts, espoused values, and basic underlying
assumptions. Each of these levels contributes to the overall work environment
and affects how employees perceive and interact with the organisation.
Understanding this model
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2. Application of Hofstede’s
Cultural Dimensions in Global Organisations
Examine how Hofstede’s cultural
dimensions (such as power distance, individualism vs collectivism, and
uncertainty avoidance) influence workplace behaviours and management practices
in multinational organisations. Provide examples to highlight the implications
of these dimensions on cross-cultural management. (10 Marks)
Ans
2.
Introduction
Globalisation
has significantly increased the interaction between diverse cultures within
multinational organisations. Managing a workforce that spans different national
cultures presents both opportunities and challenges. Understanding cultural
differences is essential for effective management and organisational success.
Geert Hofstede’s cultural dimensions theory provides a framework for analysing
how cultural values impact workplace behaviours, communication styles, and
management practices. Hofstede identified key dimensions of national culture,
including
3. Global Connect: Cultural
Transformation in the Telecom Sector
GlobalConnect, a leading telecom
provider in South Asia, has built its reputation on offering reliable network
services and innovative customer solutions. However, in recent years, the company
has faced significant challenges, including high employee turnover, stagnant
market innovation, and declining employee engagement. These issues have been
further compounded by the hyper-competitive telecom market, characterised by
aggressive pricing strategies, rapid technological advancements, and shifting
consumer expectations. Adding to the complexity, the organisation recently
experienced a leadership transition, with key talent moving to competitors.
Simultaneously, regulatory challenges, including massive default fines, have
further strained the company’s resources and strategic focus.
In response to these multifaceted
challenges, GlobalConnect’s leadership embarked on a cultural transformation
journey aimed at revitalising its organisational culture and ensuring long-term
growth. The transformation focused on fostering innovation, enhancing employee
engagement, and embracing sustainability. Among the initiatives implemented,
flexible work policies were introduced
to improve employee well-being. By
adopting hybrid work models
and flexible scheduling, the
company aimed to reduce burnout and enhance work-life balance, creating a more
satisfied and motivated workforce.
To reignite creativity and stay
ahead of market trends, GlobalConnect established innovation hubs within its
major business units. These hubs provided employees with the resources and
mentorship needed to propose and develop new telecom solutions, promoting a
culture of experimentation and continuous learning. Simultaneously, the company
undertook a core value redefinition to align with current
workforce expectations and
industry needs. The
revised values emphasised collaboration, customer-centric
innovation, and a commitment to environmental sustainability, forming the
foundation for the company’s strategic and operational decisions.
Recognising the pivotal role of
leadership, GlobalConnect launched a leadership development programme focused
on building emotional intelligence and empathetic management skills. This initiative
aimed to equip managers to foster trust, open communication, and team cohesion
in an increasingly dynamic and demanding environment. Additionally, the company
introduced transparent feedback mechanisms, including regular feedback sessions
and a platform for employees to voice their ideas and concerns. This was
designed to create a culture of openness and inclusivity, enabling continuous
improvement and greater employee alignment with organisational goals.
To boost morale and enhance
engagement, GlobalConnect implemented a comprehensive recognition and rewards
programme. This initiative celebrated individual and team achievements in areas
such as innovation, customer satisfaction, and sustainability, reinforcing the
value of each employee’s contributions. These efforts were critical in
addressing the immediate challenges faced by the organisation while laying the
groundwork for a resilient and adaptable organisational culture capable of
thriving in South Asia’s dynamic telecom market.
Through these strategic
initiatives, GlobalConnect sought to mitigate the impact of external
pressures and internal
disruptions, turning its cultural
transformation into a cornerstone for sustainable success. The
leadership’s ability to navigate these challenges while maintaining focus on
innovation, engagement, and compliance will determine the company’s ability to
reclaim its competitive edge and drive future growth in the telecom industry.
3.a. Considering GlobalConnect's
comprehensive initiatives to revitalise its organisational culture amidst
challenges such as high employee turnover, reduced innovation, declining
engagement, leadership transitions, and regulatory pressures, propose a set of
Key Performance Indicators (KPIs) that can effectively measure the success of
these cultural interventions. How would these KPIs reflect improvements in
employee well-being, innovation, and organisational adaptability? (5 Marks)
Ans
3a.
Introduction
GlobalConnect's
cultural transformation is designed to address challenges such as high employee
turnover, reduced innovation, and declining engagement while adapting to
leadership transitions and regulatory constraints. To measure the success of
these initiatives, well-defined Key Performance Indicators (KPIs) are
essential. These KPIs must capture improvements in employee well-being,
organisational adaptability, and innovation to assess the effectiveness of
cultural
3.b. How should the proposed KPIs
for GlobalConnect’s cultural transformation be aligned with its long-term
strategic objectives to address critical issues such as sustaining
organisational growth, nurturing employee engagement, improving innovation, and
ensuring compliance in a highly regulated and competitive telecom market?
Illustrate how these KPIs can balance immediate operational needs with enduring
organisational priorities.
(5 Marks)
Ans
3b.
Introduction
For
GlobalConnect’s cultural transformation to sustain organisational growth, its
KPIs must align with long-term strategic objectives. This requires balancing
immediate operational improvements with enduring priorities such as employee
engagement, innovation, and regulatory compliance. A structured KPI framework
ensures that cultural initiatives remain integrated with business goals, reinforcing
organisational stability while navigating market
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