Business culture is an important aspect of the understanding of individual organizations. The organizational culture in the case of an organization refers to the shared assumptions, beliefs, and value systems that govern the behaviors of the people. Such shared values have very strong impacts on the people within the organization forming the basis upon which innovations can be developed. Besides, organizational cultures also dictate the manner in which individuals clad, behave and undertake their respective duties within an organization. Quite often, many individuals have failed to create a distinction between business innovations and business strategies. In essence, business strategies provides a coherent and substantiated logic of establishing decisions, while innovations are basically associated with their abilities to generate new solutions to business important problems. Business strategies are therefore essential in fulfillment of business objectives while innovations are basically meant to create solutions to various business problems (Von Stamm, 2008, pp 436). The study focuses on the organizational culture as the basis for understanding organizational performance and the prospects of managing innovations within an organization.
The basis for the formulation of business strategies is largely dependent on the internal structures that are laid down to perpetrate business cultures. In particular, business entities carry out important human resource management in which individual abilities constitute the overall abilities of the business taskforce. In particular, the abilities that organizations have on managing their organizational employees may be the main ingredient to the success of their organization (Koch, 2012 pp 386). In the contemporary business environments, there has been a fast and a competitively industrious society. In both, the ability to dictate changes and overall transformation have generated utmost values of the business as far as its tradable commodities are concerned.
Many of the leading organizations with efficient management systems have been prioritizing on developing mechanisms for achieving greater creativity and innovations within their business set ups (Koch, 2012 pp 380). These attributes forms the basis for establishment of business competitive advantage in the long-run. The central role of innovations of this business in the larger business sphere can never be downplayed as it has been linked with enhanced performance among other business players in the industry in which they operates. In essence, business organizations have learnt the principal role of innovations that has led to increased resilience of the businesses during hard economic times such as the great global economic recession that often hurt many businesses and the Multinational Enterprises (MNEs) in particular. In this regard, the management of innovations is a major consideration for many businesses in order to enhance competitiveness (Von Stamm, 2008, pp 434).
While the management of innovations is a major attribute to business excellence, it has been noted that businesses often have a significant problem in tapping into individual innovations particularly through management of diverse taskforce. While diversity is considered a major strength to organizations and a source of innovations, it could also constitute one of the main sources of business failures in the world. Tapping into a diverse taskforce often create significant problems to the companies responsible. In particular, tapping into various abilities of the individual employees in an organization is rooted in the identification of different organizational culture, bleeding it and eventual establishing a balance between all the cultures through a framework of a congruent culture (Von Stamm, 2008, 455-456). While a congruent culture is regarded as the most effective organizational culture, it is hardly realized by many organizations. These aspects among others constitute the scope of this study with a case study of Tiffany business entity.
Definition Research Question
The determination of an organizational culture which influences innovation is very important to any business organization and forms the core of this analysis. In essence, the study seeks to provide a cross-cutting view of the organizational cultures as the basis for understanding and enhancing organization. To understand this, the study employs the OCAI framework in order to generate an integral notion of the cultural aspect of an organization as the source of business competitiveness. Organization innovations represent a complex and often risky processes for managers to determine the correction option to undertake. Diversity in an organization implies that every activity of an organization including management of employees, seeking excellence or success of the business in general among other issues forms the basis upon which managers yields to different options towards reaching the optimum level of operation (Tidd & Pavitt et al. 2005, pp 375).
In many instances, firms operate as a rest of product-market positions as opposed to a collection of resources. This implies that if the employees develop a view towards the organization that guides their activities and response to various emerging issues; it would lead to serious impacts on the business performance in future. This aspect forms the basis for consideration of different cultural aspects that guides the operations of different individuals in an organization. Managers of major organizations such as MNEs have opted to develop resource-based capacities towards enhancing the performance of employees (Tidd & Pavitt et al. 2005, pp 377-378). This implies that they have been keenly tapping into individual employees ideals but selectively subject to their impacts on the organization.
The balance between the choice of views from different employees lies exclusively on the managerial competencies of the managers of the organizations in question. For instance, it is important to consider the fact that the adoption of various contributions from all workers could lead to confusion in the general organization of a firm or the management in entirety. As a result, the management must develop a common operation path that would suit the entire population. The realization of the best fit operation point is however very challenging that Quinn and Cameroon proposed an acceptable deviation of a maximum of 10 points. In any instances, these deviations are subject to cultural impacts on the individual or group behaviors in an organization. This study seeks to establish and affirm the importance of undertaking a comprehensive review of cultural aspects manifested in a company and establish a balance between each element relative to their impacts on different activities of the business. This scenario is succinctly analyzed in the case of Tiffany Oloke in this study.
OCAI diagnosis Organizational Culture of Tiffany Oloke
Just as many other organizations, Tiffany is characterized by multiple cultural attributes. In particular, in an organization, there are unique instances in which individual entities are grouped in cultural frameworks called clan cultures. In this particular set up, the employees are related closely through friendliness and shared cultural traits that are pertinent to their interests. When many employees share common attributes within an organization, the resultant culture would probably be a clan culture in which individuals are interdependent and work closely with each other (Von Stamm, 2008, pp 461). Oloke demonstrates this culture in numerous ways including instances in which the leaders act as the group mentors besides playing a central role of a parent figure in the organization. This is one of the cultural elements that fit in the Oloke case.
Another cultural trait that best fits the Oloke case is the market culture in which the business focuses on the end product or the accomplishment of the set out goals. In particular, this set up form the basis of a cultural focus in which individual efforts compliments each other through a framework of mutual understanding that every agent seeks to achieve the larger organizational goal (Dershin, 2010 pp 598). In this regard, the cohesion between different agents in the organization perpetrating this culture is the desire to achieve the long-term goals of the organization. With a combination of the clan culture, individuals and the leadership fraternity of the organization are concerned with organizational realization of the overall goal in the long-run. The measure of excellence in this case is the degree of achievement of the set out goals and objectives of the organization (Von Stamm, 2008, pp 377).
In order to ensure smooth-running of operations in an organization, leadership place a central role to realizing the set out objectives. In essence, many studies have defined the ultimate role of planning. Planning ensures that different activities of an organization are placed into a common pool for accomplishment based on different players in an organization. In particular, leadership in this culture is responsible for coordinating, monitoring and organizing business activities. This process may involve assigning different tasks to different individuals who are charged with the responsibility of accomplishing the defined tasks under given conditions. A good hierarchy culture such as the one portrayed in the Tiffany allows individual participants to exercise their proficiency in service delivery. This implies that innovativeness is considered a virtue to service delivery in this business culture (Tidd & Pavitt et al. 2005, pp 457). In essence, some of the common traits that characterizes individual players in this set ups include: efficiency, consistency as well as uniformity. In any instances, uniformity is an important virtue of business undertakings comprising of different players since every organization including Oloke seeks to generate a unique but similar product that it can identify with.
Any business entity seeking to excel in future business engagement must be able to define its cultural aspects that dictate its performance. Business culture is a major building block of its business excellence. Through OCAI assessment, any organization has the benefit of understanding social cultural aspects that influence its success both in the short-run and in the long-run. For instance, the understanding of individual cultural environment of a business forms the basis for the establishment of various business decisions including mergers. This implies that cultural aspects of a business are essential consideration for a change plan to be executed in an organization. Besides, an understanding of this process is also uniquely important as it constitutes the basis for the determination of possible resistance to change that could impede development hence investing worthy projects in isolation. Similarly, concrete understanding of the organizational culture is important in enhancing long-lasting change in an organization as investment decisions can be mapped up easily. Social exchanges between individual employees within teams enhance the innovations and manipulate realization of higher prospective of innovation s that could otherwise been under-utilized or unaccomplished (Tidd & Pavitt et al. 2005, pp 453-455).
Outcomes of the OCAI of Tiffany Oloke
Based on the OCAI analysis, it is c...
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