Assignment 1 – Understanding your Organisation Due Date: 21 October 2009 WHD Organisational Chart - Figure 1 According to Mclean and Marshall (1993) organisational culture is defined as the collection of traditions‚ values‚ policies‚ beliefs and attitudes that contribute a pervasive context for everything we do and think in an organisation. (ie) this means that these factors actually determine how we think as well as act and react not only to people from
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Tata Steel and Corus Deal Tata Steel Europe (formerly Corus)‚ a subsidiary of Tata Steel‚ last fortnight announced that it is restructuring its construction steel business‚ which will affect 500 jobs. This sent out another signal that Tata Steel is grappling with an acquisition which -at $13 billion- was too expensive and came at the wrong time. In 2007‚ the demand for steel was at its peak in Europe. A little over a year later‚ it plummeted‚ thanks to the economic meltdown triggered by the collapse
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BP – The $40billion Safety Culture Vacuum On March 23rd 2005 a huge explosion at BP’s Texas oil refinery killed 15 people and injured more than 180. Most were its own staff. The refinery had suffered safety problems before. The previous year two workers died when scalded by super-heated water that escaped from a high-pressure pipe. The British media focused on the effect of the 2005 blast: the price of oil rose by several $s a barrel. In Texas‚ however‚ the local media were outraged by ‘yet
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* ------------------------------------------------- Ten biggest Mergers and Acquisitions deals in India Tata Steel acquired 100% stake in Corus Group on January 30‚ 2007. It was an all cash deal which cumulatively amounted to $12.2 billion. * Vodafone purchased administering interest of 67% owned by Hutch-Essar for a total worth of $11.1 billion on February 11‚ 2007. * India Aluminium and copper giant Hindalco Industries purchased Canada-based firm Novelis Inc in February 2007. The total
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Organizational Structure and Culture Introduction In order to understand and evaluate different business structures one must be aware of the exact meaning and standards‚ which make that structure. Different business function in different ways. The World today is full of innovative and new structures‚ company cultures and ways in which companies base their work. Globalization has emphasized the meaning of company culture in ways that have led to completely new ideas‚ while
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Organisational change: can an organisational culture be changed? Despite its ordered and steady foundation‚ organisational culture can be changed if it is guided by a comprehensive strategy. An organisations culture is founded by relatively stable characteristics‚ based deeply on values that are enforced by organisational practices. However‚ an organisational culture can be changed. This essay will aim to establish this and explain the measures which are involved in changing an organisational
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1.1{a} Authority and power Span of control: -The number of dependents that a manager or controller can directly control. This number varies with the type of work: complex‚ variable work reduces it to six‚ whereas routine‚ fixed work increases it to twenty or more. -Management literature identifies various factors that cause span of control to differ among managers and in different organizations. For example‚ narrower spans of control are appropriate when the nature of work performed is complex
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management of organisations‚ the culture of organisation has become a vital theme in this field. This essay examines why organisational culture is considered as one of the most important factors to organisational success by explain three viewpoints. First is how organisational culture improves the effectiveness of the organisation. Second‚ organisational culture can be a source of competitive advantage. Third‚ organisational culture has influence on organisational creativity and innovation. This essay
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REMAKING JC PENNEY’S ORGANISATIONAL CULTURE 1 Do you think JC Penney was justified in appointing Mike Ullman‚ an outsider‚ as CEO instead of Vanessa Castagna‚ considering that Castagna was instrumental in turning around JC Penney in the early 2000s? Soon afterwards‚ Castagna left the company. What are the pros and cons of “bringing in an outsider” and promoting from within”? Discuss too the impact of such decisions on the morale of the employees. JC Penney is a mid range chain
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Culture cannot be managed Organisations do not form accidentally. It is the result of the belief that a group of individuals working together can accomplish the task that one individual cannot and the work can be done faster and more effectively. The process of organisational culture formation is first of all the process of creating a small group of individuals. From the 1980s there was a great number of discussions of organisational culture as a "source of fresh air" and antidote to attributes
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