Denison Organizational Culture Model Analysis, Essay Example

Organizational culture is an essential and integral facet of business operations and profitability of a company. Cultures which are embedded in an organization determine how the functional parts of the business operate and relate to each other This determines the general attitudes, ideologies and concepts about the organization that its employees hold. The Denison Organizational culture model and survey analyzes the different aspects of the organization’s culture, highlighting the underlying and inherent strengths and weaknesses.

Adaptability

This is one of the essential pillar of organizational culture under the Denison Organizational Culture Model. The organization’s ability to adapt determines how fast and effectively it can react to the environment and the changing tastes and needs of its customers. In order for an organization to be able to restructure and resintitutionalize behavior, it has to ensure it has the ability to effectively adapt to change.

Customer Focus

Most business are driven by different factors within the market to conduct business operations. However, modern-day organizations have found taking a more customer focused approach to be more successful in the long-run. The bistro’s culture depicts a highly customer focused organization. Within the company, employees foster friendship with their customers, building long-lasting links.

The company is customer-centric, with a lot of attention given to customer satisfaction. By virtue of the customer having considerable control over the results if the production process, the company maintains a cordial relationship with its clientele. It is notable that there is considerable deviation when it comes to perceptions about the recommendations of the clients having influence on the outcome.

Mission

Every successful organization develops and implements a clear mission that indicates to employees the purpose of their efforts and employment and the inherent value of their contribution. The organization has an average comprehension of its mission.

The mission is defined by three factors;

• Strategic Direction and Intent
• Goals and Objectives
• Vision

Strategic Direction and Intent

Strategic direction and intent determines the general strategies that an organization will employ to realize its predetermined vision. The organization depicts no evidence of strategic direction as the company just aims to provide fresh and native food to the community. However, it does have strategic intent by virtue of aiming to bring in fresh and native food to the community.

Goals and Objectives

Goals and objectives are short-term strategies that the organization can employee to realize movement towards a general vision. This is important in gauging performance. The organization, as depicted by the bistro interview, appears to have no concrete annual goals and objectives. Employees are encouraged to give their best without any concrete quota requirements.

Vision

The vision statement on the other hand defines the organization’s long term goals and aspirations. The organization’s employees can better align their responsibilities and duties within the organization if they better understand and grasp the mission and vision statements. The bistro depicted that the organization has no concrete vision. The employee identified the fact that there no clear goals and objectives that could lead to a given or predetermined vision.

Core Values

The core values are the inherent rules and regulations that govern general behavior and conduct within the organization. The company does not seem to have a clear code of ethics that employees can associate with. The bistro depicted little knowledge of an existing code of ethics but identifies the general rules and regulations. While they may be one and the same thing, the employee could not clearly identify them as the required code of ethics.

Coordination and Integration

Coordination and integration are important aspects that determine the effectiveness with which tasks are executed within the organization. The company has fostered an environment of free communication and information flow, allowing for cross-functional coordination and integration within the whole organization.

Involvement

Involvement defines the level of responsibility and ownership that an organization employees naturally experience in the work environment. This serves to foster commitment and an increased capacity for autonomous thinking.

Empowerment

The business environment in the 21^st Century has become more competitive than ever before. In an age where information is virtually becoming currency, there is great need to employ the best and most efficient labor force in order to realize profitability and growth. However, this has also become a challenge to employers as skilled labor comes at a high cost. The high cost of living has pushed living standards higher than ever before, necessitating higher compensation levels. In order to keep up with the industry, most business, especially start-ups, opt to employ the most balanced and creative employee, and shower them with a high paycheck just to empower them and retain them. While this practice has been found to show success at first, most of the time it fails eventually.

The organization has empowered its employees by recognizing good performance and rewarding it. The most unique aspects of its rewarding system is the fact that all employees have to recognize the two employees of the month regardless of rank or experience. Empowering employees through perform.

Team Orientation

The ability to complete functional tasks is an important facet of every-day operations within any given business or organization. As depicted by the bistro’s interview, Teams make up the primary foundation of execution of processes within the organization. It encourages cross-functional collaboration and cooperation. As such, the ability of modern day organizations to foster team work within its operations ensures considerable increase in output. As depicted by the bistro’s interview, the organization has a high application of team work and team setting to accomplish specific tasks.

This is evident in the manner in which the organizations places emphasis on valuing employees according to the performance as opposed to their position and ranking. The organization appears to disfavor the hierarchical structure in applying control and coordination techniques.

As depicted by the bistro, the organization promotes functionality and unity within its functional business and operations units. This shows how the organization has fostered a culture of openness so as to nurture authenticity and trust between the team members. The culture of openness that has been developed by management enhances its efforts to ensure fluid communication flow through the organization.

Capability Development

Organizations in the 21^st century are faced with the daunting task of hiring and retaining high quality, qualified and experienced staff. However, owing to the nature of business, an organization may alternatively opt to develop talent internally, increasing the value of its workforce from within. Such organizations foster a sense of belonging and ownership in its employees, enhancing employee satisfaction and loyalty.

According to the bistro interview, the organization invests considerably in capability development. Individuals who show interest in developing intellectual capacity regarding their work or line of work within the organization are given the opportunity to seek education at the expense of the organization. This ensures that the organization has the adequate skills from within the ranks of its human resource to complete the required business operations tasks. This is a huge facilitator for the sense of loyalty and belonging that the employee feels in the company after 19 years of employment. They believe this is what has propelled the organization to further heights of success with every passing financial years.

This depicts the company’s use of its internal talent pipeline to ensure quality and experience within its human resource. Internal talent pipelines are most commonly used as they require the company to identify highly creative, efficient and effective employees that show potential to be lead (Johnson). This makes the company’s offers very lucrative for employees allowing the company to retain highly skilled employees, ensuring competitiveness.

The organization has aligns its internal talent pipeline initiative by employing a Internal talent pipelines are most commonly used as they require the company to identify highly creative, efficient and effective employees that show potential to be lead (Johnson). This makes the company’s offers very lucrative for employees allowing the company to retain highly skilled employees, ensuring competitiveness. Academic programs for high performance and high potential employees offers them the opportunity to further their education and increase their skills on the job (Conger).

In conclusion, the bistro depicts a very open organization which considerably invests in its employees. By considerably motivating employees regardless of ranking or experience, it encourages high performance and fosters an environment of healthy competition within the organization. The organization is also customer centric and seeks to ensure 100% customer satisfaction.

References

Conger, J. A. “Developing Leadership Talent: Delivering on the Promise of Structured Programs.” Slizer, R. and B. E. Dowell. Strategy- driven talent management: A leadership imperative. Hoboken: John Wiley & Sons, Inc., 2010.

Johnson, M. “Honing a talent for retaining talent.” Financial Executive 26.5 (2010): 20-24.