Organizational Culture at Virgin

Master of Business Administration

Managing Human Resource
Assignment( Virgin’s Culture)

Tutor: Dr. George Medline
Student: Hassan Tariq

STU: 22392
Date of Submission: 31st January 2011

Word count (4040)

Table of Content Page
1.0) Introduction…………………………………………………………….........4 2.0) Culture………………………………………………………………………5 2.1) Virgin’s Culture………………………………………………………….5
3.0) Recruitment…………………………………………………………………10 3.1) Virgin’s Recruitment…………………………………………………….10
4.0) Training……………………………………………………………………..11 4.1) Virgin’s Training………………………………………………………….12
5.0) Leadership…………………………………………………………………..12 5.1) Leadership – Richard Branson……………………………………………13
6.0) Recommendations………………………………………………………….16
7.0) Conclusion………………………………………………………………….17
8.0) References………………………………………………………………….19

Table of Figures Page
Fig 1.0 Culture and HR Aspects………………………………………………….6
Fig 2.0 Flat Structure at Virgin…………………………………………………..7
Fig 3.0 Leadership execution at Virgin…………………………………………..10

1.0 Introduction:

This project will be base on organisation culture as a whole in comparison with innovative organisation Virgin’s culture, Is it having a single or multiple cultures? And then culture linkage with business aspects (Strategy, Structure, Pay/Rewards and Leadership).

Furthermore this assignment will proceed towards Recruitment and Training & Development processes and implementation in virgin group, what criteria they have to hire and train their people?

Then leadership style of Richard Branson will be under discussion to analyse that, is he really a charismatic leader or rely on his hand picked management team?

These all points will be critically analysed and then at the end of this project there will be some recommendations for virgin group for its future development.

2.0 Culture:
Organisational culture is a vital part to understand an organisation there are lots of definitions on culture some of them

References: http://brandfailures.blogspot.com/2006/11/brand-extension-failures-virgin-cola.html(22-01-2011) * Burns, J * Bass, B.M. (1985), Leadership and performance beyond expectation. New York : Free Press. * (Course Work, 29-11-201) * (Course Work 10-01-2011) * Cited in steer et al, 1996, motivation and leadership at work, 6th ed, McGraw – hill, Singapore; katz, D and kahn, R.L. the social psychology of organization, 2nd ed, new York, john Wiley, 1978 * Drennan, D., 1992 * Fox, Catherine. (2004). the reluctant guru. Financial review. Boss. * Furnham, A. and Gunter,B. (1993) 'the Psychology and Behaviour at Work: The Individual in the Organization '. The Psychology Press: Taylor and Francis Group. * Herzberg, F. (1959) the Motivation to Work, New York: Wiley, J. and Sons. * Hochschild, A. R., 2003, the managed heart: commercialization of human feelings, University of California Press. * Johnson, G and Scholes, K (1993) Exploring Corporate Strategy, Prentice Hall, Hemel Hempsted * Lewin.K (1951), Field theory in social science, New York: Harper & Row Louis (1985), ‘An Investigator’s Guide to Workplace Culture,’ in P.J. Frost, L.F * Manpower Service Commission, 1981. Glossary of Training term. 3rd ed. London; HMSO * Taylor, M.S * Weber, M., 1947. The theory of social and economic organisations, New York: Free Press. * Zaccaro, S. (2001). The nature of executive leadership. Washington, DC: American Psychological Association.