Developing Commercial Culture within an organisation

As defined in Assignment 1, culture is a "set ideals, values, common understanding, pondering and norms for patterns that are distributed by all participants of an society". Organizational climate, on the other palm, "is the procedure of quantifying the "culture" of a business. It is a set of properties of the work environment, perceived immediately or indirectly by the employees, that is assumed to be always a major drive in influencing worker behavior". In laymen's conditions, it's the employees' judgment of the office environment that can have a direct bearing on their performance.

For instance, a high performance weather will encourage individuals to do what is had a need to meet goals, fulfill customers, and exceed expectations. Also, a 'poor climate' will result in loss of self-confidence in the organization, lower commitment and mediocre performance from employees. A couple of six factors to analysis climate, and they are:

Clarity - Everyone understands what is expected of these.

Standards - Challenged with sensible goals.

Responsibility - Employees given expert to accomplish jobs without looking at for authorization.

Flexibility - Employees are known and rewarded for good performance.

Rewards - Employees are recognized and rewarded for good performance.

Commitment - Folks are proud to belong to the business.

Using these six factors to assess the weather at the institution Staff Retirements System of Ohio (SERS), we can evaluate SERS existing weather from their ratings in the Denison Business Culture Review.

Climate Factors

Denison Organizational Culture Survey Score


Vision: 81%

Goals &Objectives: 82%

Strategic Path &Objective: 78%


Coordination &Integration: 87%

Agreement: 73%

Core Worth: 73%


Customer Concentration: 79%


Creating Change: 77%

Empowerment: n/a


Launch a rewards and reputation programme such as their standardized merit system to recognize those that beat.


Capability Development: n/a

Organizational Learning: 82%

Team Orientation: n/a

SERS has definitely used up to speed the feedback using their company original Denison Organizational Culture Study results in 2006 and advanced significantly using the Culture Change Monitor. In a mere three years, it includes realized remarkable improvements across many regions of the Denison model and transformed into an organization with well balanced top-down and bottom-up team work and engagement.

Task 2

Recommend ways to improve corporate climate within an organization.

SERS's effort and achievement in their transformation is indeed an incredible feat. It might be wise to allow them to keep at their initiatives in establishing an available communicative environment and purpose towards creating an inclusive and meritocratic culture. American marathon runner, Joan Benoit Samuelson, was once quoted stating, "I check out success as milestone on a very long highway. " In the same way, the journey to success for SERS is a long road in advance. Thus it's important for SERS to persistence review the info to ascertain the details to progress onward and achieve organizational success.

SERS could perhaps make advancements in their attempts for diversity and addition, which would ultimately give in creating a strong future for SERS. This is attained through addressing the factors of difference and fully capitalizing on the actual contribution of all employees. Embedding variety and inclusion gives SERS the competitive benefit and help cultivate a competitive culture. For instance, SERS could establish a global variety drive and set up networking incidents for affinity groups whereby particularly sub-sets of employees can networking and exchange experience. Here, users can come together to discuss key issues and learn from each other, quite definitely similar with their existing management development program.

On the employee development entry, the SERS College or university is an excellent development to embed a learning culture within the organization. With this system, employees are given the resources of a school to help them "advance their opportunities, realize personal enrichment and become successful". On top of that, the worker culture of SERS could be weaved into worker development course to inculcate a culture that concentrates high engagement. Lastly, it is strongly recommended that SERS release their own sustainability campaign to formulate a culture that is part of life and nature of the communities it serves. It could be accomplished by concerning volunteers over the company to contribute time, money and resources to help those in need. Furthermore, SERS could offer educational resources such as literature, classrooms, professors to children in need.

Task 3

Proposed a platform of organizational values that meet the specific tactical and operational needs of your organization

The Competing Worth Framework (CVF) produced by Quinn, Rohrbaugh could be suggested to carry out organizational analysis of the prevailing organizational worth. The CVF was initially developed from the research on major signals of effective organizations. "Predicated on statistical analysis of a thorough list of effective signals, Quinn and Rohrbaugh (1983) found out two major dimensions underlying conceptions of effectiveness". "The first dimension relates to organizational focus, from an interior focus on the well-being and development of people in the business to an exterior focus on the well-being and development of the business itself. The next dimension differentiates organizational choice for composition and presents the comparison between steadiness and control and overall flexibility and change".

Plotting this to demonstrate, we get a spatial model that sorts four quadrants, each using its own set of distinct indications. Graphically, the CVF can be illustrated as the next:

Each quadrant symbolizes one of the four dimensions as depicted in the Denision Organizational Culture survey. They are the four major settings of organization and management theory. In the first quadrant on the top left corner, we've the Human Relations Model which strains on overall flexibility and internal emphasis. Here, cohesion, morale and human resources development are seen as a criteria for effectiveness. On the top right corner, we've the Open System Model. In such a quadrant, emphasis is located on versatility and external emphasis, and the principal concerns are the readiness, growth, tool acquisition and exterior support. Moving on to the lower section of the diagram, the left quadrant is the inner Process Model, while the right quadrant is the Rational Goal Model. The previous emphasizes on control and interior focus and strains the role of information management, communication, stability and control. The last mentioned emphasizes on control and external focus, and looks upon planning, goal setting, production and efficiency as effective tools.

Using the similar technique, an alternative style of the CVF demonstrates the applicability towards control. Here, eight types of authority behaviors emerge, and can be illustrated as the next:

Within each quadrant in this different model, each presents two assignments that aligned with the four methods of corporation and management theory.

Human Connection Model

Mentor is helpful and approachable, and is responsible for the non-public development.

Facilitator stimulates teamwork, cohesiveness and manages social conflict.

Open System Model

Innovator owns the creative and out-of-the container thinking skills, whereas broker owns the politics astute, persuasive, important and powerful.

Internal Process Model

Monitor role investigations on the performance and handles the paperwork, while planner facilitates the structure, schedules and the coordination attempts.

Producer Role Model

Producer role is in charge of the duties and work, and motivate employees to attain stated goals, while director role engages in planning and goal setting techniques, sets objectives and establishes clear prospects.

This Competing Value Platform (CVF) can be a useful construction of organizational value that complies with the specific tactical and operational needs of a business. Management should consider all of these eight roles and achieve a balance in fighting demands and goals. Therefore, this tool may help diagnose their existing and desired culture, and identify organizational gaps. Furthermore, maybe it's used as a tool for teaching and offer help in better understanding the similarities and differences of managerial management roles.

Task 4

Identify internal and exterior stakeholders of an organization.

Stakeholders in an organization are simply individuals or group that comes with an interest in the results of your purpose. Internal stakeholders are thought as the "people who are already devoted in their responsibilities as board customers, staff, volunteers, and/or donors". External stakeholders, on the other hands, "will be the folks who are impacted by your work as clients/constituents, community, lovers, among others".

Internal Stakeholders can be displayed by the next groups:

Board associates:

Responsible for appointment of management within an company, take accountability of management for his or her use of resources and the results of the stewardship of management. This stakeholder may take part in economic decisions which include whether to buy or sell an investment or whether to reappoint or replace the management.

Staff associates:

Employees and their representative groupings are interested in the well-being like the stability and profitability of their employers. They may be enthusiastic about information which permits them to evaluate the power of the business to provide remuneration, old age benefits and employment opportunities.


The traders of the organizations that delivers the risk capital. They are concerned with the chance taken, and go back on equity using their company investments. They want information to make prepared decision of either buying, keeping or providing. Shareholders are also interested in financial metrics to discern the ability of the business to meet dividend repayments.

External Stakeholders can be symbolized by the next groups:


Clients or customers will be the source of earnings for the business.

Community Lovers:

These are the association planks, regulatory physiques that are nervous about the business rules of carry out that the business follows.


Could range from their Corporate Friendly Responsibility associates, group alliances, the charities that are in partnership with, and the surroundings.

Using NHS as a case study, we can identify the following list of inner and external stakeholders:

Internal Stakeholders

External Stakeholders

Director of Community Health

Head of Health Brains and Information


Director of Nursing

Public Health Strategists

Public Health Management Analyst

Director of Programmes and Services

Research Scientist


Environmental Health Intellect Analyst

Public Health Manager


Board committee members

Local Authority/council


Acute trusts


Service users




Quality assessors

LINk group

Special interest groups

Health visitors/school nurses

Wider public health workforce


Task 5

Evaluate the effectiveness of an organization's existing communication strategies.

"Communication is one of the basic functions in an organization and its importance can hardly be overemphasized". It is the process of transmitting information, ideas, thoughts, viewpoints and strategies between differing of an organization. Quite simply, it can be an lively two way process that involves hearing, speaking, writing and reading. Effective communication in the workplace is essential to provide clear way and objectives to employees. This can help promote higher efficiency, better performance and increased customer loyalty and income.

Communication strategy within an organization is defined as a management way of determining the very best method of conversing in an company. It "outlines the procedure for conversing and sharing home elevators job benefits and facts to target people and stakeholders". To be able to evaluate the effectives of SERS's existing communication strategies, it important to investigate this regarding its internal and exterior stakeholders.

Communication among inside stakeholders

Since 2006, SERS have come quite a distance in establishing "increased communication and promote a culture of openness". One avenue of communication among employees is the daily publication publication that delivers the latest posts on "community information and situations, new hires and other relevant organizational information". In addition to that, monthly publications are handed out to employees describing highlights from regular monthly board meetings to keep staff abreast on major organizational decisions. This provided employees a structured platform to keep an eye on major changes and also foster addition by encouraging participation in conferences.

The set up of cross-function groups was another initiative on the communication front. This enabled personnel to work in groups to address key issues, set specific goals and milestone to ensure accountability for his or her team. Here, cross-functional teams were accountable in the evaluation of the "existing performance management process and the creation of competency models for each job function". These models communicated the performance metrics by first "defining SMART goals, this provides you with employees a feeling of empowerment and accountability for attaining their goals".

Communication among exterior stakeholders

On the communication initiatives among external stakeholders front, very little have been pointed out in cases like this study. Stretching this with additional research, SERS is currently exploring new ways to communication with the strategic partners. This involve identify and delivering alternatives that will bring the greatest effects to their external stakeholders. Currently, SERS is looking at providing "multiple service stations for their existing members to include face-to-face, electronic digital, web, multi-lingual, etcetera". They have also "engaged in lobbying and public education to minimize the potential for damaging legislation".

Task 6

Develop new communication strategies of an organization that address dissimilarities in belief, worth, customs and dialect.

The potential to communicate is vital to organizational success. We have come into an years of knowledge, and the ability to communicate effectively is the main element to harness that knowledge. An excellent communications strategy allows for better control and help structure issues in perspective to ultimately treat the difference in idea, values, traditions and language. Today, SERS has evidently identified its new model in its quest statement affirming its dedication to communication and cooperation to help them "identify, and deliver alternatives for, the problems of ideal impact with their users and retirees".

In the initial stages of the development of a new communications strategy, it would be ideal to get this to a collective process and entail participation of all members. This will help help the brainstorm treatment and pool the required skills and competencies to build up an appropriate marketing communications strategy for SERS. This plan can be set up in several levels:

Phase 1

Preliminary outline made by the close collaborators.

Phase 2

Outline posted to various companions for comments and revisions. Remarks are also received from individuals, categories, etc.

Phase 3

Management meets to finalize the strategy, and suggestions/feedback from a communications expert is prompted.

Phase 4

Once founded, the strategy must be communicated to companions, groups and all members in the business.

The ideal way through the development process is to hold regular team meeting to keep everyone up to date on the needs also to keep the dossier active. This ongoing process allows the technique to be continually confirmed during meetings, and advance to conform its existing requirements. At SERS, there are a few suggestions to be one of them new marketing communications strategy.

SERS can introduce new technologies to help communication among personnel. This could be implemented by installing instant messenger applications, video conferencing tools and email to permit inner stakeholders to converse better.

SERS could bring its daily news letters and monthly magazines through its intranet and invite members access this information remotely or in the leisure time.

Embed variety and inclusion by launching a global variety drive and planning networking occurrences for affinity teams whereby specifically sub-sets of employees can network and exchange experience. Here, participants can come along to discuss key issues and learn from each other, quite definitely similar with their existing leadership development programme.

Adopt an open up door policy to create an open atmosphere and allow junior members to readily discuss ideas or views on various problems.

Creation of special occasion like an "SERS" day to allow employees from different departments to access know one another on a personal level and take part in team development activities.

Establish a responses system to ensure a two-way process in the evaluation of colleagues and managers. Anonymity can be enforced by allowing employees to create feedback via an opaque ballot pack.

Conduct periodic surveys with their inside and external stakeholders to screen existing performance and look for strategies for improvement.

Taking into consideration these recommendations for SERS in conjunction with the 4 level action communications strategy, SERS will be able to achieve better director - employee relations, bring about improvement in motivation and morale, and in the end increased production and ensure organizational success.

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