Reference no: EM132317531
Topic - Shaping Organisational Culture
Learning outcomes - The work that you do in this topic will help you to achieve the following learning outcomes in the subject:
- critically analyse and evaluate a variety of management and organisational theories and practices in the context of the contemporary business environment.
- reflect critically on management issues such as ethics, sustainability, innovation and entrepreneurship, and how they are shaping 21st century organisations.
We will be looking at two things in this topic.
1. Why strategy execution unravels.
2. Organisational culture, with particular reference to shaping culture in VUCA world.
Learning activity 1 -
What is your reaction to the take on strategy execution in this video?
What are the strengths and what limitations do you see?
Learning activity 2 -
Let's make this a little more practical. One way to do this is to apply the definition of culture to your own experience, either in work organisations or in another organisational setting such as a community group.
1. Think of at least two examples that demonstrate one or more elements of the organisation's culture. Be as specific as you can.
2. To the best of your knowledge, how have these pieces of culture emerged, and how do they persist?
3. Then, reflect on whether these pieces of culture help or hinder the strategy or objectives and the performance of the organisation. This is important because we are interested in how culture impacts performance.
Learning activity 3 -
What is your opinion on the culture of this company and the claims made that this culture is key to its performance?
Are there aspects of the culture of Zappos that you are excited about? Are there aspects you're not so thrilled about? Would you like to work in a company that has this culture?
Learning activity 4 -
Which of the four types of culture discussed in the reading above would you think best aligns with the characteristics of VUCA world (revisit Topic 2 if needed here)?
Learning activity 5 -
1. Thinking about the case of the week, what type of culture do you see at work in Parivar?
2. Do you think this type of culture is appropriate to the demands of the external environment of Parivar and to its strategic focus? (You will need to read the extract from Samson & Daft to answer this question.)
Learning activity 6 -
What is your response to the concept of design thinking and design-centric culture?
Do you think it has merit for organisations that live in VUCA world?
Can you see how it might be used in your organisation?
Case discussion activity -
Garvin, D., Natarajan, G. & Dowling, D. (2014). Can a strong culture be too strong?.Harvard Business Review, 92(1/2), 113-117.
Using the knowledge that you have gained from the topic and other resources that you locate, answer the following questions:
1. What conflicting values are evident in this case?
2. What advice would you give Indira Pandit and Sudhir Gupta about a way forward that resolves the values conflict?
3. What management competencies do you believe this case highlights that are important for the 21st century leader-manager in VUCA world?
Attachment:- Assignment File.rar