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Organisational Behaviour Essay

2609 words - 11 pages

Assignment Number: 2

Module Code: PM6061

Student Number: 12179825

Student Name: Keith McNamara

Module Title: Organisational Behaviour

Word Count:1,996

Module Code: PM6061 Student ID 12179825

Lecturer: Nuala Ryan Page 1 of 18

Contents

Introduction………………………………………………....3

Understanding Culture within Element Six……………….4

Change Management within Element Six……………….5

Global Employee Survey…………………………………..7

Conclusion……………………………………………..…14

Bibliography……………………………………………..15
Module Code: PM6061 Student ID 12179825 Lecturer: Nuala Ryan Page 2 of 18

Drawing on the literature provided, diagnose the type of culture in your organisation using the theory ...view middle of the document...

Element Six has a history spanning 50 years in the Shannon region and was in fact the first company to establish itself in the Shannon Free Zone.

One must define culture before understanding it. There are many different definitions of cultures according to the theorists however the below definitions I believe best explain the meaning of same. “It refers to the underlying values, beliefs, and principles that serve as a foundation for an organization‟s management system as well as the set of management practices and behaviours that both exemplify and reinforce those principles” Denison (1990) “The information that surrounds an event; it is inextricably bound up with meaning of that event” Hall(1990). “Shared, interrelated sets of beliefs about how things work; values that indicate what‟s worth having or doing; and norms that tell people how they should behave.” (Trice and Beyer 1993).
Module Code: PM6061 Student ID 12179825 Lecturer: Nuala Ryan Page 3 of 18

Understanding the Culture within Element Six As stated earlier Element Six relationship with Shannon spans five decades and during this period has seen significant changes in a number of areas:1. Numbers employed- during its peak Element Six employed circa 1,600 people in its Shannon facility. Today that number has reduced significantly to 327. Market forces and the cost of labour have been the biggest drivers in the reduction of headcount. 2. Production practices- Technology and ever changing markets have been key drivers in what we make and how we make it. Automation has in the past lead to reductions in headcount and will do so further into the future. While customers‟ needs are continually driving the products we make to be more resilient, of a higher quality and more economically competitive. 3. Union involvement- Folklore tells us that historically very little happened and/or changed without the decree of the senior union officials. Once a highly cash rich company, requests from unions for ever increasing pay and benefits were rarely met with resistance. 4. Internal recruitment- Up until very recently, those in senior management would have made their way “up from the shop floor”, a testament to recognition of people and the want and desire of people to excel. However is may have added to the Irish cultural values as described by Hofstede(1983):i. ii. iii. iv. Relatively low amounts of respect and deference between those in „superior‟ and subordinate‟ positions. Relatively low emphasis on planning and stability as a way of dealing with life‟s uncertainty. Relatively high levels of importance attached to individuals as opposed to collective achievements. Particularly high levels of importance attached to achievement, recognition and respect in working life.

In 2009 something changed. Anglo American plc. (Anglo) acquired De Beers thus taking ownership of the Element Six group of companies, shortly afterwards Anglo set about restructuring its newly attained companies. First on its...

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