A Case Study Report on Organisational Culture
MGT701
ASSESSMENT TASK 3 –
A CASE STUDY REPORT ON THE TRAINING & PRODUCTIVITY AUTHORITY OF FIJI
Group Members Student ID
1. Vamarasi Kafoa 1016969
2. Matereti Naborisi 1020743
3. George Atalifo 1018686
4. Niteen Chandra 1032445
Executive Summary
This report provides a descriptive analysis of the organizational structure and culture that exists at the Training and Productivity Authority of Fiji (TPAF). It goes further on to analyze leadership and communications as two problematic behavioral aspects at TPAF that could be addressed to improve organizational performance and concludes by detailing recommendations that can be undertaken to bring about these improvements. Information for the report was gathered from the organization’s website and published reports, personal observation and reference materials available through the USC online library. The report establishes that TPAF’s organization structure is what is typically referred to as a bureaucracy with functional departmentalization and high levels of standardization. Although TPAF has its own set of values that it would like its employees to practice, in reality a different work culture exists which is reluctant to adoption of changes. Leadership and communication issues have been identified as problematic areas that TPAF can address in order to improve it organizational performance. Streamlining of the decision making processes, adoption of transformational leadership traits by TPAF managers, interdepartmental meetings and better vertical and horizontal communications are some of the recommendations that TPAF can adopt in order to improve its performance.
TABLE OF CONTENTS
Page
Executive Summary ii
Introduction 1
Part I: TPAF’s Behavioral Characteristics
The Organization Structure 2
The Organization Culture 6
Part II: Analysis of Problematic Behavioral Dimensions
Behavioral Dimension 1: Leadership Issues at
ASSESSMENT TASK 3 –
A CASE STUDY REPORT ON THE TRAINING & PRODUCTIVITY AUTHORITY OF FIJI
Group Members Student ID
1. Vamarasi Kafoa 1016969
2. Matereti Naborisi 1020743
3. George Atalifo 1018686
4. Niteen Chandra 1032445
Executive Summary
This report provides a descriptive analysis of the organizational structure and culture that exists at the Training and Productivity Authority of Fiji (TPAF). It goes further on to analyze leadership and communications as two problematic behavioral aspects at TPAF that could be addressed to improve organizational performance and concludes by detailing recommendations that can be undertaken to bring about these improvements. Information for the report was gathered from the organization’s website and published reports, personal observation and reference materials available through the USC online library. The report establishes that TPAF’s organization structure is what is typically referred to as a bureaucracy with functional departmentalization and high levels of standardization. Although TPAF has its own set of values that it would like its employees to practice, in reality a different work culture exists which is reluctant to adoption of changes. Leadership and communication issues have been identified as problematic areas that TPAF can address in order to improve it organizational performance. Streamlining of the decision making processes, adoption of transformational leadership traits by TPAF managers, interdepartmental meetings and better vertical and horizontal communications are some of the recommendations that TPAF can adopt in order to improve its performance.
TABLE OF CONTENTS
Page
Executive Summary ii
Introduction 1
Part I: TPAF’s Behavioral Characteristics
The Organization Structure 2
The Organization Culture 6
Part II: Analysis of Problematic Behavioral Dimensions
Behavioral Dimension 1: Leadership Issues at