Table of Contents
2.0 Critically assess the workplace culture of the organization.
2.1 Concept of organizational culture.
2.2 Types of organizational culture.
2.3 Organizational culture practices by Greggs.
2.3 Organizational ethos and values.
2.4 Ethos and values practiced by Greggs.
3.0 Evaluate an organization within its broader environment using appropriate environmental and organizational analysis techniques.
3.1 External environment analysis.
3.2 Competitive situation analysis of Greggs.
3.3 Internal environment analysis.
4.0 Critically appraise the cultural and ethical behavior present in Tesco.
4.1 Cultural and ethical behavior
4.2 Personal ethical standards, values, and beliefs.
4.3 How Corporate Social Responsibility (CSR) supports business ethics.
Greggs CSR practices.
4.4 How cultural and ethical behavior affects Greggs’s business.
Organizational culture describes behaviors and values which give innovative psychological as well as the social atmosphere of the company. This assignment explains organizational culture in Gregg’s business. This assignment firstly evaluates the business workplace culture and how Greggs has been exercising workplace culture in their business. Then, this assignment applies different theories and models to evaluate Gregg’s business environment. Lastly, this assignment evaluates Gregg’s ethical and cultural behaviors.
2.0 Critically assess the workplace culture of the organization
2.1 Concept of organizational culture
Organizational culture is explained as essential assumptions, beliefs, principles, and interacting ways which give to the different psychological and social environment of the company (Alvesson, 2017). Organizational culture contains the company’s experiences, expectations, values, and philosophy that conduct behaviors of members and is uttered in the self-image of members, future expectations, interactions with the outside world, and inner workings (Schein, 2017). Culture is founded on beliefs, attitudes, unwritten and written rules, customs that have been improved ultimately and are regarded as legal. Organizational culture is the collection of shared assumptions that conduct what happens in companies by explaining proper behavior for different conditions (Schein, 2017). There are various concepts of cultural understanding, containing beliefs, myths, assumptions, rites, ideas, rituals, values, and identities. Organizations with cultures that have a high value on innovation support their staff to receive problems and risks and create uniqueness in their job performance (Alvesson, 2017).
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2.2 Types of organizational culture
There are major three types of culture. These are described below:
The Clan Culture: The culture has embedded in teamwork. Team members distribute commonalities. Leadership receives the mentorship form, as well as the company, has bound by traditions and commitments. The key values are embedded in consensus, communication, and teamwork. A famous clan culture is Tom’s of Maine that is the all-natural hygiene goods maker. In order to make the brand, Tom Chappell who is the founder concentrated on creating reverential relationships with suppliers, customers, and staff.
The Adhocracy Culture: This Adhocracy culture relies on creativity and energy. Staff is motivated to receive risks and leaders are observed as entrepreneurs or innovators. The company has seized together by experiment with the concentration on individual freedom and ingenuity. The major values rely on agility and change.
The Market Culture: The market culture has made on competition dynamics and gaining actual results. The focus of this culture is goal-oriented with the leaders who are demanding as well as tough. The company has combined with the general goal to do well and to beat all the competitors. The major value drivers are profitability and market share. The market culture example is software giant Oracle under hard-driving Executive Chairman Larry Ellison.
The Hierarchy Culture: The hierarchy culture is established on control and structure. The environment of working is recognized with severe organizational methods in position for management. Leadership is established on monitoring and organized coordination with the culture concentrating predictability and efficiency. The values contain uniformity and consistency. Create stereotypical large, bureaucratic organizations, for example, the Department of Motor Vehicles, McDonald’s.
Types of organizational culture
Power culture: In a company having a power culture, power has held by just a few persons whose impact increases through the company. There are several regulations and rules in the power culture. Staff is usually evaluated by what they gain rather than how they make things and how they perform. An outcome of power culture may be rapid decision-making, although those decisions are not in the long-term welfare of the company…………………..