ACME Culture, Case Study Example
Words: 1938Case Study
Part 1: Introduction
Organizational culture identifies the process by which workers are able to understand their role in the company while also feeling the importance that they have when it comes to the distinct operation of the organization. Relatively, different organizations follow different sets of culture. These cultural conditions allow the employees to work along with the primary goal of the entire organization. In the presentation that follows, a discussion on ACME’s current situation shall be analyzed according the organizational culture that the people of the business follow. Utilizing a relative discussion map which first presents the culture at ACME and then the issues, followed by the solutions and referential basis of the presentation of facts, this analytical essay shall provide a constructive implication by which an organization could be identified alongside the culture that it applies throughout its overall operations.
Part 2: Evidence of Culture at ACME
ACME is an organization composed of engineers, scientists and laborers who make inventions and innovations possible. Relatively, such type of operation provides a strong foundation in the field of innovative science that basically helps the organization take center stage in being defined as one of the most important organizations in the field. Currently, the organization is undergoing particular situations that define their capacity of engaging in further developments specifically involving employee development based on satisfaction and contentment. The current condition of management in the company creates several issues that the workers are supposed to handle. To know more about the situation, the section that follows shall discuss in detail the different aspects of management where ACME workers and administrators usually meet deconstructive reactions from both sides.
There are different types of culture in organizations that define the path the members of the business should take into account. For instance, the power distance culture specifically denotes the positional differences among members of an organization (Cameron, et al, 1999). When such condition of culture is developed, distinct disagreement between parties making up the organization occurs. The culture of uncertainty avoidance on the other hand is the manner by which employees try to cope up with future uncertainties through staying within their comfort zones; thus having the tendency of not accepting the changes effectively (Adkins, et al, 2004). There is also the culture of individualism vs collectivism which specifically creates a sense of disharmony among members of the organization. It entails a sense of separation among the workers as they chose to work for themselves rather than working along with the team (Cummings, et al, 2004).
These particular types of culture could all be used as referential source of analysis in understanding the organizational condition occurring at ACME. The corporation to be observed in this discussion poses particular problems that entail the nature of the culture that it and its members follow through. In the discussion that follows, these particular forms of cultural operations shall be given particular attention to as they relate to the different situations that ACME currently engages with.
ACME Cultural Elements
Discussed in this section would be four of the most affective situations in the company that basically impacts the overall performance of the people therefore affecting the overall status of the organization in contrast with other performers in the industry. These lenses of culture have been used to define the current situation in ACME as they best describe the working culture of the people operating alongside the organization.
Hierarchy of Command
Who gets to have a say on what happens to the organization? Usually, the administration of ACME holds the responsibility of handling the most complex issues that the business engages with. Relatively though, this particular aspect of management intends to make the process centralized, while leaving the hope of getting attention or suggestion from the workers set aside. This of course makes the workers feel as if they are being left behind. Considerations over their position on the issues the business is currently dealing with becomes vague, thus affecting their performance relatively. Following the power distance culture, ACME fails to address the need to provide their people the voice to give suggestive points to protect and develop the organization as a unified entity of workers and administrations having one specific goal.
Division of Workers
As mentioned earlier, workers in ACME are composed of engineers and scientists as well as extractors or laborers. The engineers and scientists collaboratively think of the innovations and the extractors specifically give life to such innovative designs. It is as if one cannot function without the other. However, instead of developing a complementary culture between the parties involved, it is evidently true that the engineers and scientists mix together while they are separated from the laborers or the skilled workers. This separation is further aggravated by the symbol of the ground where the said employees work.
The lower ground where all the hard tasks are completed are the place for the laborers and extractors. Utilizing their effort and their skill to make sure that the innovations are given life as expected, the laborers work hard enough to give what they are expected to provide the organization with. On the other end, the upper ground belongs to the offices where the engineers and the scientists are noted to be located. Relatively, the upper and the lower tier of the facilities where the workers are supposed to be situated create a symbolic thought among workers. Somehow, the superior condition of recognition is given to those with the ‘brains’ belonging to the upper tier. Even though there are no direct insults noted against the laborers, the thought of being situated at the lower ground affects the assumption of the workers towards their worth to the company as laborers.
Specific Dependence on the Past
History imposes a great impact on how the company is trying to thrive towards the future. Considerably, their understanding of the issues that the organization had to deal with in the past makes it harder for them to believe that their organization could make it at present. The idea of the company failing a particular situation in the past continues to loom over the thoughts of old-time workers which is relatively passed on to the newly hired employees. Word spreads and the impact of history becomes strong enough to affect the performance of each individual.
Separate Response to the Transition Process
Having two branches, Wichita and Lubbock, ACME tries to operate in a simultaneous manner that makes it easier for both branches to connect especially in relation to how they are being managed. Nevertheless, the separate response of these branches to the transition of operation affects the overall outcome of the company’s performance in the industry. For instance, Wichita branch is being transformed into a more involved system whereas the culture of individualism vs collectivism is being addressed. While Wichita branch accepts the changes due to actually being directed by the head of the said transition process, Lubbock branch reacts differently. Workers in the said branch believe that the change is rather hypocritical in nature.
Part 3: The Economist Article Response
The constructive impact of organizational culture on the overall reputation of the business in the industry accounts for at least 90% of its recognizable identity in the industry it works along with and the market it serves (Adkins, et al, 2004). In relation to The Economist’s reaction on the matter, it describes how corporate values shape its culture. What makes an organization’s values? The way the administrators specifically see their role towards the people they serve both in an internal and external scope (The Economist). The internal scope of course distinctively defines how the company is supposed to seek ways to serve the needs of its employees and give them a chance to realize a practical sense of satisfaction among themselves and towards their work. On the other end, giving attention to this scope of their responsibility gives them the capacity to serve the other end of the stakeholder s which involves the external scope, the people they serve in the market.
Relating such reaction to the case of ACME, it could be understood that the Economist’s view on the administrator’s responsibility is precise with what is happening in the organization. It is because of the culture that the administrators of ACME believe in that the problem of division and conflict among workers particularly occurred. Nevertheless, the act of changing the organization’s course of management is sure to provide the needed condition of transition that the people of ACME needs to be convinced with. Through embracing such procedure, it is expected that the current situation of the organization could be better dealt with.
PART 4: Options of Changing the Culture
Considering the issues presented above, here are some of the resolutions suggested to be able to handle the differences and the doubted conditions of operation in the business of ACME:
Hierarchy of Command
The Wichita branch already tries to adapt into the new system of managerial involvement. Considerably, Lubbock branch employees need to be oriented well and assisted accordingly to be able to accept that the said change is efficient and that it does not have any agendas to impose. Getting the people involved in the decision making process gives them a sense of importance, a worth that defines their being and their value to the organization.
Division of Workers
While diversity cannot be avoided, using the said element to be the reason for organizational division can be controlled. What needs to be done is to break the ice and make the people realize how much they need each other. As mentioned earlier, the upper members of the crew can never make their ideas alive unless the lower members of the organization specifically do their jobs. Training and company up building practices could redefine the path that the employees are taking at present and even in the future.
Specific Dependence on the Past
Past is past, and the organization is ready to embrace a new system of operations that would be most efficient to handle the responsibilities of the organization to its stakeholders both external and internal. Helping the employees realize this through re-orientation and dissemination practices could redefine the way the people view history as a hindrance; hence using it more as a stepping stone for progress.
Separate Response to the Transition Process
As mentioned earlier, it would be helpful if members of the Lubbock branch would see how the Wichita branch performs under the new system of management. The administrators of the Lubbock branch should be trained accordingly to make sure that they follow the culture that Wichita adapts to hence making a more unified approach to the situation.
PART 5: Conclusion
Overall, the definition of organizational culture that ACME is currently involved with, specifically affects the kind of performance that their employees impose as members of the business. People need to be motivated well, redirected effectively and given the chance to develop as individuals and as team members. Relative attention to this matter on the part of the administrators would specifically provide a better set of rules and regulations that would put the organization’s focus back on the goal of innovative progress while leaving behind the effects of massive attention given to employee diversity issues.
Adkins, B. and Caldwell, D. (2004). “Firm or subgroup culture: Where does fitting in matter most?” Journal of Organizational Behavior, 25(8) pp. 969–978.
Cameron, Kim S. & Quinn, Robert E. (1999), Diagnosing and Changing Organizational Culture: Based on the Competing Values Framework, Prentice Hall.
Cummings, Thomas G. & Worley, Christopher G. (2004), Organization Development and Change, 8th Ed., South-Western College Pub.
Corporate Culture: The View from the Top and Bottom. (2011). Bosses think their firms are caring; their minions disagree. New York: The Economist.
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