QUESTION 1: 2Introduction 2Organisation culture at Quinlan's 2Types of cultures 3Culture and organisation success 4QUESTION 2: 5Why is it that the morale has declined 5Concepts of motivation 5How motivation can be achieved at Quinlan's 7QUESTION 3: 8A 'flexible firm' model 8Types of flexibility 8Organisation and management strategy - to be flexible 9How Quinlan should respond to the new challenges 10REFERENCES: 11Question 1:Analyse the organisational culture of Quinlan's. What factors explain this culture? To what extent is this culture responsible for the company's current difficulties?IntroductionQuinlan has been UK's foremost retail giant for a long period of time. By end of 1998 th ...view middle of the document...
In the Quinlan's case study, the organisations expressed values and beliefs have been cultivated by the founder Sir Thomas Quinlan himself. These beliefs are the guiding factors that influence how people think and feel within the organisation. Let us take a look at some of the beliefs and assumptions that have been shared by the employees of Quinlan:a) Goods produced are of a high quality - Right from the days of the founder attention was paid to the quality of goods, and the company thought that this would communicate what the customers wanted.b) Loyal customers - The company boasts of a solid 'middle England' customer base that has been around for over 70 years and helped the company to sail through recession periods. It has become a much loved corporate among the British public.c) Employee oriented culture - Sir Thomas Quinlan himself cared about his staff very much, with the company offering high remuneration and benefits to its employees. Unions didn't exist. High performers were rewarded handsomely. Those who worked most of their lives were even rewarded with a pension.d) Prestigious brand name with long lasting reputation - The company has been the retail giant for many years with a much loyal customer base. Sales as well as profits were growing over a long period of time even during periods that the competitors were struggling.e) Top-down approach to management - All major and critical business decisions were made at the top level and pushed down to the lower levels. Ideas and suggestions were never really consulted from the middle management.Some of those beliefs and assumptions gave rise to the following, within the organisation.a) Complacencyb) Arrogancec) Self esteem and prideTypes of culturesThere is a link between organisation culture, strategy and external environment. Based on this association, four types of culture can be defined (Daft, Management, 2003, p92)a) Adaptability - organisations that need to be flexible and make high risk decisions are suitable candidates for this culture. Signs from external environment are rapidly detected, interpreted and translated into responses. Employees are given the autonomy to make their own decisions and act on customer requirements. Creativity and experimentation are encouraged.b) Achievement - Suitable for organisations that service a particular segment of the customers and do not require the organisation to be flexible and change rapidly. This culture gives prominence to achievement and competitiveness. Employees usually work long hours to achieve certain goals.c) Clan - This culture is reflected in organisations that emphasise on employee's participation in meeting changes of the environment. Particular attention is paid to employee well welfare.d) Bureaucratic - This type of culture is visible in organisations that follow a well-defined way of doing things. Employees are not encouraged to take risks and rewarded for following rules. This is suitable for a stable environment that...
