Essays on Organizational Culture at Benefice Charities Case Study

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The paper 'Organizational Culture at Benefice Charities " is a perfect example of a business case study.   George was appointed to assist in the operations of Benefice Charities which was facing many problems ranging from communications, funding and maintaining organisational values to determining the best way for the organisation to go forward. They were making tremendous losses due to the existing problems. George’ s challenge was to change the organisational culture to increase productivity, job satisfaction for the employees, communications, maintain organisational values and financial management. He identified the following areas that were to be dealt with. Participation The staff, including all 350 personnel, needed to be engaged in an accessible, multi-level, participative and responsive communication system.

George decided to involve the managers in a dialogue to discuss various ways to improve the company’ s operations. The discussions lead to the managers having more confidence in George. Productivity A new communication system was employed to achieve the vision and the implementation of the new strategy. George started with a situational analysis that dealt with income and expenditure, as well as the current status of competencies and skills. Employees During the second year of restructuring, a significant number of people were being served by the organization and funding bodies were deciding to increase their grants to Benefice. Organisational values George wanted to promote open communication, honesty, competency and fairness.

The values held before had not been discussed thoroughly and this required a change of organisational culture. Communication There was a problem with internal communications. The board of directors did not fully address the main issues that affected the organisation and did not involve the managers who should have solved the problems affecting the organisation. Finance The organisation had to deal with raising funds.

Members of the board had very little idea of financial management so George decided that the management needed to learn about that. Organisational culture George decided to address the organisational culture that would be adopted in the various areas needing improvement. According to Dymock et al. (2006, p. 527), organizational culture is very important in the performance of an organisation. The beliefs, values, practices, rituals and customs of a company evolve and change with time. Changes in an organisational culture mean that the people working in the organisation need a learning environment that will help them with the changes that needed to occur in the company.

The efforts made by an organisation to change its culture ensures that the company achieves its goals in increasing productivity, reducing absences, lowering turnover, decreasing deviant workplace behaviour and increasing citizenship and job satisfaction. The achievement of organisational goals is enhanced by innovation and improvements in learning. The most important thing is for the organisation to adapt and overcome the challenges that come with a changing environment. Organisational culture is said to affect the goals of the organisation because it shapes and controls the beliefs, understandings and behaviours of the workers.

Organisational culture influences individual learning, job satisfaction, organisational effectiveness, leadership, organisational problem solving, creativity, organisational commitment, organisational performance, communication and information (Lund 2003, p. 221). Increasing productivity An organisation can survive in a changing environment through continuous learning which will improve its performance (Caroll et al 2006, p. 127). Through learning, organisations are able to sustain competitiveness in the market, hence the culture of learning should be maintained as a tool for increasing performance.

George decided to build a learning culture since organisational learning is known to be the foundation of a growing company. Individual learning is a resource that should be implemented to aid business growth in the organisation.

References

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pp. 2–8.

Chang Su-chao, C. & Lee, M., 2007, ‘A Study on Relationship among Leadership,

Organisational Culture, the Operation of Learning Organisation and Employee, Job

Satisfaction’, The Learning Organisation, Vol. 14, No. 2, pp. 155–185.

Caroll, M.G. & Nafukho, F.M. 2006, ‘Culture, Organisational Learning and Selected Employee

Background Variables in Small-size Business Enterprises’, Journal of European

Industrial Training, Vol. 31, No 2, pp. 127–144.

Dymock, D. & McCarthy, C., 2006, ‘Towards a Learning Organisation? Employee

Perceptions’, The Learning Organisation, Vol. 13. No. 5, pp. 525–536.

Kasper, H., 2002. ‘Culture and Leadership in Market-oriented Service Organisations’, European

Journal of Marketing, Vol. 36, No. 9, pp. 1047–1057.

Lund, D.B., 2003, ‘Organisational Culture and Job Satisfaction’, Journal of Business &

Industrial Marketing, Vol. 18, No. 3, pp. 219–236.

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