Organisational Culture Case Study
CASE STUDY: ORGANISATIONAL CULTURE
TRANSACT INSURANCE LTD
TOTAL NUMBER OF WORDS: 4,621, 17 PAGES.
TABLE OF CONTENTS
1. INTRODUCTION 3
2. ORGANISATIONAL CULTURE AND CHANGE 3 2.1 Background and Definition 3 2.2 Characteristics of Culture 5 2.2.1 Observed behavioural regularities 5 2.2.2 Norms 5 2.2.3 Dominant values 5 2.2.4 Philosophy 5 2.2.5 Rules 6 2.2.6 Organisational climate 6 2.3 Dimensions of Culture 6 2.3.1 Power dimension: 6 2.3.2 Role dimension 6 2.3.3 Achievement Dimension 7 2.3.4 Support dimension 7
3. A LEARNING ORGANISATION 8 3.1 Culture Facilitating Learning 8
4. Diagnosing Organisational Culture 9
5. TRANSACT INSURANCE LTD 9
6. CHANGES AFFECTING AND EFFECTING TRANSACT 10 6.1. Leadership and Power 10 6.2. Information Sharing 11 6.3. Support and Empathy 11 6.4. Empowerment and Personal Responsibility 11
7. 21ST CENTURY ORGANISATIONS 11
8. ORGANISATIONAL CHANGE WITHIN TRANSACT’ 12 8.1 Assess the Current Culture 12 8.2 Set Realistic Goals Impacting on Bottom Line 12 8.3 Recruitment of Personnel 13 8.4 Employee Involvement 13 8.5 Removing evidence of old cultures 13 8.6 Change must happen from the top down 14
9. CONCLUSION 14
10. REFERENCES 15
11. SELF-ASSESSMENT 16 1. INTRODUCTION
Transact Insurance Ltd is currently undergoing some changes in its organisation as a result external impacts on its environment. This change has also meant a change in the organisations culture and way of operating. As a result, they have faced some challenges and difficulties in implementing this culture change.
My discussion will look at firstly look at defining culture and change. Its characteristics and dimensions are explained and defined it an attempt to understand what organisational development is all about. Once the definition and understanding is clarified, I will look at how we can assess culture within an
TRANSACT INSURANCE LTD
TOTAL NUMBER OF WORDS: 4,621, 17 PAGES.
TABLE OF CONTENTS
1. INTRODUCTION 3
2. ORGANISATIONAL CULTURE AND CHANGE 3 2.1 Background and Definition 3 2.2 Characteristics of Culture 5 2.2.1 Observed behavioural regularities 5 2.2.2 Norms 5 2.2.3 Dominant values 5 2.2.4 Philosophy 5 2.2.5 Rules 6 2.2.6 Organisational climate 6 2.3 Dimensions of Culture 6 2.3.1 Power dimension: 6 2.3.2 Role dimension 6 2.3.3 Achievement Dimension 7 2.3.4 Support dimension 7
3. A LEARNING ORGANISATION 8 3.1 Culture Facilitating Learning 8
4. Diagnosing Organisational Culture 9
5. TRANSACT INSURANCE LTD 9
6. CHANGES AFFECTING AND EFFECTING TRANSACT 10 6.1. Leadership and Power 10 6.2. Information Sharing 11 6.3. Support and Empathy 11 6.4. Empowerment and Personal Responsibility 11
7. 21ST CENTURY ORGANISATIONS 11
8. ORGANISATIONAL CHANGE WITHIN TRANSACT’ 12 8.1 Assess the Current Culture 12 8.2 Set Realistic Goals Impacting on Bottom Line 12 8.3 Recruitment of Personnel 13 8.4 Employee Involvement 13 8.5 Removing evidence of old cultures 13 8.6 Change must happen from the top down 14
9. CONCLUSION 14
10. REFERENCES 15
11. SELF-ASSESSMENT 16 1. INTRODUCTION
Transact Insurance Ltd is currently undergoing some changes in its organisation as a result external impacts on its environment. This change has also meant a change in the organisations culture and way of operating. As a result, they have faced some challenges and difficulties in implementing this culture change.
My discussion will look at firstly look at defining culture and change. Its characteristics and dimensions are explained and defined it an attempt to understand what organisational development is all about. Once the definition and understanding is clarified, I will look at how we can assess culture within an
References: Luthans, F. (2008). Organizational Behaviour (11th ed.). New York: McGraw-Hill. Harvey, F.H., & Brown, D.R. (1996). An experimental approach to organizational development (5th ed.). New Jersey: Prentice-Hall. Gibson, J.L., Ivancevich, J.M., Donnelly, Jr.J.H. (2000). Organizations: Behaviour, Structure, Processes. (10th ed.). New York: McGraw-Hill. Manetje, O., Martins, N. (2009). The relationship between organisational culture and organisational commitment. Southern African Business Review, 13 (1), 87-111. Schein, E.H. (1990). Organizational Culture. American Psychologist, 45(2), 109-119. Davidson, G., Coetzee,M., Visser, D. (2007). Organisational culture and financial performance in a South African investment bank. SA Journal of Industrial Psychology, 33(1), 38-48.