Organisational Culture of Oral Smooth Plc Essay

Organisational Culture of Oral Smooth Plc - Essay Example It is the process of establishing the empire of business by a series of strategies viz. executing the business concept, promotion, services, goods, pricing, equal and effective idea generation to generate healthy relationship to meet the organizational and personal objectives (Harris, 1994). We can analyse the situation by strategically approach to the business of Oral Smooth Plc. Oral Smooth Plc is based in London; an innovative company produces tooth pastes for smokers. In the past, Product Diversification and Customer Care do have due attention from the management experts. Today it has become a powerful tool for the consultants to enhance the managerial efficiency. Edgar Scheins theory also caters the same effect to better the performance of the organisations. Objective of the study Oral Smooth Plc is having its presence in every part of the UK. The product diversification always enables the company the market leader of the sector without any challenges. Here Oral Smooth Plc wants to put their business mark in UK as a part of diversification in the business. We would like to know the differences, similarities and the difference within the organization, how the organization manages his employees and the process to ensure successful service delivery and customer satisfaction. Organizational culture of the company using Edgar Scheins theory The particular theory focuses on an organisational culture ethics the system. Scheins says that culture is the basic factor for change in an establishment (Campbell, 2003). The thorough understanding about the organisational dynamics starts with this fact. In order to have a strong and dominant leadership Scheins suggests 3 levels of culture (Black, 2003). They are, 1. Artifacts (this can be very easily seen just like our outfits and not very easy to decipher) 2. Espoused values (Philosophies and targets) 3. Assumptions (unconscious beliefs) Scheins also suggest, group dynamics for a better leadership in organisational cultu re. He says that small groups function within a particular group culture in the similar way firms function within the culture of the firm. His model categorise informal groups into 3. 1. Vertical cliques containing different ranks in the same section/dept 2. Horizontal cliques containing similar ranks 3. Mixed cliques containing members of various depts. Here we can implement the Schein management theory for the better performance of the firm. To Biech, Elaine 1998, Culture envelops us in fully. They are, pervasive and complex. Hence as per Scheins we cannot understand Organizational development and planned change, if not we consider it as the main origin of resistance to change. Furthermore, Biswas & Twitchell (1999) remarks that if management consultants are not in a position to understand about culture, naturally they will handle the situation and such embedded culture will manage them .In fact cultural awareness is everything for a society to know but as far as leaders are conce rned, they are the top-notch community to learn this properly as they are to lead the society. To Block (1999), with his Three categorisation of Culture, Edgard Schein has contributed much to make the management practitioners aware what culture is. The plan Oral Smooth intends to ensure its monopoly across the country by their corporate strategic management. So as a first and prime step they want to organise a good campaign to make the event more noticeable there in the country. They wish to make it reorganised their marketing presence within a short time period. A clear but brief background of the two markets, with a

Case study Example | Topics and Well Written Essays - 250 words - 33

Case Study Example The virtual project teams at TRW are based on trust, fairness and respect among the members. The project teams also comprise members with different education, skills and experiences thus are also to collaborate in attaining the goals. However, due to lack of face to face meetings, the virtual teams may take long to resolve conflicts or build consensus. TRW teams may fail due to distractions and lack of engagement during the virtual meetings (Forsyth 56). The steps of TRW’s GRPI model corresponds to the two perspectives of group development described in this chapter. According to Tuckman’s stages model, group development starts with the forming stages whereby group members learn about each other and objectives of the group. The second stage is storming stage whereby group members engage with each other and build group cohesion. The third stage is norming stage whereby the members will lay the rules, the communication channels. The fourth stage is performing stage whereby group members implement the objectives of the group while the last stage is the adjournment stage whereby the project ends. TRW’s GRPI model corresponds to Tuckman’s stages perspective since the first stage is explaining the goals of project to all members and developing a common vision for the project which is similar to forming stage. The second step is outlining the goals of each member, the task and responsibilities which is similar to storming stage of Tuckman’s perspective. The third step of GRPI model is determining channels of communications, schedules and meeting times and agendas which are similar to norming stage whereby group members lay rules of the group including communication mechanisms. The last component of GRPI model is defining how to manage any interpersonal conflicts thus this is similar to performing stage of Tuckman’s group development perspective