Introduction
According to Cameron & Quinn, (1999) the most successful companies are the ones that have a sustained profitability, which is higher than the normal kind of financial returns. These firms have their financial returns, and they have unique characteristics where there are certain well-defined conditions. The entries of these companies are higher than normal, and this is because they have higher costs of entry that make it harder for new players to enter the market. Further studies by Watson (1994) indicate that they point out in this case that they in most cases deal with the kind of goods that are not substitutable. This means that they make it harder for the other firms to be able to duplicate them and to also come up with other alternatives. They also have a substantial market share, and they can capitalize on the economies by being able to dominate the market. The buyers that these kinds of companies’ target, do in most cases have a low bargaining power and hence it means that they often end up meeting the valuation that the company puts forward for nay of these products.
These customers bring about the dependence that ends up working to the disadvantage of the seller. This kind of rivalry among the competitors in the industry makes it very likely for them to use other ways of competing; for example the use of incentives as a way to try and to improve their stand in the market. The standout trigger factor for such companies is that they do end up making it very likely for them to have a very powerful effect on the organizational culture. In terms of the organizational culture, it means that the companies or the organizations will be able to have a much improved and effectiveness that is long-term and hence shows that there is relationship that exist between the dimensions of the culture and the subsequent effectiveness.
There are sub-units in the organization that need to have ideal organization culture. These subunits include all those levels of the management and groups in the company. For instance, the lowest level of an organization that needs to have some organizational culture is the departmental levels. This is the most vital part of any arm of the organization and it means that if everyone that is under it is well coordinated, and then there is a greater chance that the whole organization will work out just fine. This same notion may be also applied in the other levels of the firm, for instance in the regional the management and other relative factors.
According to Weeks& Lessing, (1988), OCAI the OrganizationalCultureAssessmentInstrument (0CAI) is an instrument that makes it possible for the firm to have all the information that is vital to its running and it also provides the firm with the overall organizational profile of it organizational culture.
The Hay Group Inc, (2012) states that there are nine steps that an organization should go through to change its culture. The first step is that the organization should clarify the meaning of what they when they want a change in organizational culture. They also need to identify the stories that have positives and those that have other organizations acting as good reference points for an ideal organizational culture. Next, it is very vital that a firm should determine some initiatives strategic in making it possible to start or stop and also enhance a culture. The processes that are needed for this to happen depend on the goal that the firm wants to achieve. It is after that the organization should look forward to identifying the small wins that it makes by making sure that it builds on them. The other most key step is to make sure that the firm crafts some measures and ideal milestones so as to make sure that it is in the right path always. This step only happens when the firm has some sort of symbols and communication that will make it possible for it to resist culture change. Lastly, it is vital that the organization should have some individuals nurtured for leadership so as to keep the culture controlled. The leadership offers a very ideal breeding ground for the propagation of a new organizational culture. For instance,it’s not possible to have the leaders who have no current skills in information technology championing a digital shift of the organization.
Reliability in terms of organizational changemeans that there are many aspects of the organization’s new culture and leadership that are too depended on. These aspects are then used to be the dipstick for weighing in on the organizational culture. The analysis is done by theuse of an organizations’ cultural assessment instrument, and the nine-step process is used (as explained above).
Validity means that the organizational culture that a firm adopts is the right one and that it should be able to auger well with the management and the staff alike. The tools that are used to assess the validity of the organizational culture are dependent on the instrument and the tool used to measure the same.
The strength of the work by Cameron and Quinn is that they have successfully been able to dissect an organization and they have given it options of how to fix its organizational culture. Their approach is ideal for any organization when it comes to any organization’s assessment of organizational culture. The strength in their approach is that they have the organization having a single and comprehensive way in which it can help an organization to be in position to have a full analysis of their organization and using the well laid tool then they are able to come up with an ideal way to restructure the firm.
The disadvantage with this is that the tool they propose is that it is so radical, and it may not work in the firms that have a more robust and existing organization structure. From the estimations, Ritz Carlton falls within some steps of the market category. The profile established explains a match which a mature organization would attain. The monitoring of processes as well as results reflecting its errors would be significant and appropriate especially when considering the implementation of problem solving methods. There are factors which include reliance of quality problem solving levels as well as the improvement of productivity ideals which hence reflect the inclusiveness of customers and suppliers.
Part 2 Case analysis
The videos by the Ritz Carleton and Delphi Automotive show that a company can maintain a culture across the world by upholding all the necessary components of customized culture.Organizations, most especially in the 21st century, do find themselves having to train their workers with a view to develop the worker and the organization too. This they do so that they can keep up with the highly competitive global market which has increasingly reduced any chances of survival of mediocrity. The training that many seek for their employees do need to gather findings on job satisfaction so that they may be able to come up with better training schedules for each organization as seen in the videos.
Cultural nuances are important metrics in the organizational culture extension and this according to the video is upheld with an important level of representation. According to Ritz Carlton and Delphi automotive, the approach framed in organizational culture offer significant attributes which when observed will be important in the levelling of cultural dynamics. There are particular considerations in the video which are undertaken to distinctly outline the visible results of particular culture and the espoused beliefs as well as values also signify important metrics as well as the behaviours which hence guide in the overall assessment. From the video which portrayed Ritz Carlton Executive, the responses were based on the interview and the relevance of the organization’s customers.
Excellent cultures exhibited in Delphi automobiles are good are offer impressive understanding of the immediate culture, the impacts of techniques and principles necessary to effectively define 60% reduction in scrap and there was evidenced 34% reduction in the overall customer complaints. Step one is to benchmark and measure culture. This included enabling the systems measured by Delphi to be critically defined and to equally ensure that good ideas are put forth to give the company the required angle of operations. Steps two explains securing free-will buy into to change. Mina Bolton, (Industrial Engineer) explains her impressive opportunities provided by the company and the core levels that the organizational culture was defined comprehensively its performance improvements. By changing how leaders lead in its step three analysis, suggestions are provided as Jodi explains and this according to the employees included action affirmation, customer relations and enhanced handling of company’s issues.
Part 3, Survey method
Article link: http://www.biomedcentral.com/1471-2458/13/443
The review in this article which is attributed to the quantitative instruments available for the measurement of healthcare is provided in the analysis of population-based healthcare research and this also included the tests made from various research levels. It was published in 2013.
This article involved sampled 1,164 employees who were nested in averagely 30 workplaces. The analysis therefore included the completion of 26-item research instruments. The measurement of the psychological stress was done by using the General Health Questionnaires and this amounted to 12-items. The measurement which involved Beck Depression Inventory was 21-item. Emotional exhaustion was importantly classified according to the general inventory survey. In the article, we observe the exploratory factor analysis as an important evaluation construct and which significantly explain the dimensions of the specific OCP scale. The estimation has been done by using the multi-level regression model and its extension involves the workplace-level variations as well as the contributions made regarding mental health factors, gender controls and also the living levels among partners. From the article, the exploratory analysis indicated that 75% variances suggested culture types were significant; this included an appropriate correlation between mental health and the overall study outcomes. The measurement of culture in this article also indicates that the measurements is consistent with the undertaken research works and are relevantly important for occupational health study works.
References
Hay Group Inc (2012) Engage Employees and Boost Performance
Raymond A. Noe, John R. Hollenbeck, Barry Gerhart, and Patrick M. Wright (2003) Human Resource Management, McGraw-Hill Irwin, Boston USA, Pp.427-439.
The Conference Board (2011) the 2011 survey of the United States households Pearsons Online Library.
Watson, T. (1994). Linking employee motivation and satisfaction to the bottom line. CMA Magazine, 68(3), 4.
Weeks, R.V. & Lessing, N. (1988). Organizational culture: The missing link within the strategic management process. Rand Afrikaans University (Department of Business Economics), Johannesburg.
Cameron Kim & Quinn (1999), A Process for Changing Organizational Culture,
