Description

Organisation Culture

April 2025 Examination

 

 

1. Understanding Schein’s Model of Organisational Culture

Critically evaluate Edgar Schein’s three levels of organisational culture (artifacts, espoused values, and basic underlying assumptions). How do these levels interact to shape an organisation’s culture? Use examples from organisations to illustrate your answer.  (10 Marks)

Ans 1.

Introduction

Organisational culture is a fundamental aspect of any business entity, shaping employee behavior, decision-making processes, and overall performance. One of the most influential models in understanding organisational culture is Edgar Schein’s Three Levels of Organisational Culture. Schein, a renowned organisational psychologist, proposed that culture in an organisation exists at three distinct yet interrelated levels: artifacts, espoused values, and basic underlying assumptions. Each of these levels contributes to the overall work environment and affects how employees perceive and interact with the organisation. Understanding this model helps leaders manage culture effectively, fostering an environment

 

 

 

2. Application of Hofstede’s Cultural Dimensions in Global Organisations

Examine how Hofstede’s cultural dimensions (such as power distance, individualism vs collectivism, and uncertainty avoidance) influence workplace behaviours and management practices in multinational organisations. Provide examples to highlight the implications of these dimensions on cross-cultural management.  (10 Marks)

Ans 2.

Introduction

Globalisation has significantly increased the interaction between diverse cultures within multinational organisations. Managing a workforce that spans different national cultures presents both opportunities and challenges. Understanding cultural differences is essential for effective management and organisational success. Geert Hofstede’s cultural dimensions theory provides a framework for analysing how cultural values impact workplace behaviours, communication styles, and management practices. Hofstede identified key dimensions of national culture, including power distance, individualism vs collectivism, uncertainty avoidance, masculinity vs femininity, long-term vs short-term orientation, and indulgence vs

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3. Global Connect: Cultural Transformation in the Telecom Sector

GlobalConnect, a leading telecom provider in South Asia, has built its reputation on offering reliable network services and innovative customer solutions. However, in recent years, the company has faced significant challenges, including high employee turnover, stagnant market innovation, and declining employee engagement. These issues have been further compounded by the hyper-competitive telecom market, characterised by aggressive pricing strategies, rapid technological advancements, and shifting consumer expectations. Adding to the complexity, the organisation recently experienced a leadership transition, with key talent moving to competitors. Simultaneously, regulatory challenges, including massive default fines, have further strained the company’s resources and strategic focus.

In response to these multifaceted challenges, GlobalConnect’s leadership embarked on a cultural transformation journey aimed at revitalising its organisational culture and ensuring long-term growth. The transformation focused on fostering innovation, enhancing employee engagement, and embracing sustainability. Among the initiatives implemented, flexible work policies were introduced  to  improve employee well-being.  By  adopting  hybrid  work models  and  flexible scheduling, the company aimed to reduce burnout and enhance work-life balance, creating a more satisfied and motivated workforce.

To reignite creativity and stay ahead of market trends, GlobalConnect established innovation hubs within its major business units. These hubs provided employees with the resources and mentorship needed to propose and develop new telecom solutions, promoting a culture of experimentation and continuous learning. Simultaneously, the company undertook a core value redefinition to align with  current  workforce  expectations  and  industry  needs.  The  revised  values  emphasised collaboration, customer-centric innovation, and a commitment to environmental sustainability, forming the foundation for the company’s strategic and operational decisions.

Recognising the pivotal role of leadership, GlobalConnect launched a leadership development programme focused on building emotional intelligence and empathetic management skills. This initiative aimed to equip managers to foster trust, open communication, and team cohesion in an increasingly dynamic and demanding environment. Additionally, the company introduced transparent feedback mechanisms, including regular feedback sessions and a platform for employees to voice their ideas and concerns. This was designed to create a culture of openness and inclusivity, enabling continuous improvement and greater employee alignment with organisational goals.

To boost morale and enhance engagement, GlobalConnect implemented a comprehensive recognition and rewards programme. This initiative celebrated individual and team achievements in areas such as innovation, customer satisfaction, and sustainability, reinforcing the value of each employee’s contributions. These efforts were critical in addressing the immediate challenges faced by the organisation while laying the groundwork for a resilient and adaptable organisational culture capable of thriving in South Asia’s dynamic telecom market.

Through these strategic initiatives, GlobalConnect sought to mitigate the impact of external pressures  and  internal  disruptions,  turning its  cultural  transformation  into  a cornerstone for sustainable success. The leadership’s ability to navigate these challenges while maintaining focus on innovation, engagement, and compliance will determine the company’s ability to reclaim its competitive edge and drive future growth in the telecom industry.

 

3.a. Considering GlobalConnect’s comprehensive initiatives to revitalise its organisational culture amidst challenges such as high employee turnover, reduced innovation, declining engagement, leadership transitions, and regulatory pressures, propose a set of Key Performance Indicators (KPIs) that can effectively measure the success of these cultural interventions. How would these KPIs reflect improvements in employee well-being, innovation, and organisational adaptability? (5 Marks)

Ans 3a.

Introduction

GlobalConnect’s cultural transformation is designed to address challenges such as high employee turnover, reduced innovation, and declining engagement while adapting to leadership transitions and regulatory constraints. To measure the success of these initiatives, well-defined Key Performance Indicators (KPIs) are essential. These KPIs must capture improvements in employee well-being, organisational adaptability, and innovation to assess the effectiveness of cultural interventions. By tracking these metrics, GlobalConnect can

 

 

3.b. How should the proposed KPIs for GlobalConnect’s cultural transformation be aligned with its long-term strategic objectives to address critical issues such as sustaining organisational growth, nurturing employee engagement, improving innovation, and ensuring compliance in a highly regulated and competitive telecom market? Illustrate how these KPIs can balance immediate operational needs with enduring organisational priorities.                      (5 Marks)

Ans 3b.

Introduction

For GlobalConnect’s cultural transformation to sustain organisational growth, its KPIs must align with long-term strategic objectives. This requires balancing immediate operational improvements with enduring priorities such as employee engagement, innovation, and regulatory compliance. A structured KPI framework ensures that cultural initiatives remain integrated with business goals, reinforcing organisational stability while navigating market