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Dicom Case Study

In: Business and Management

Submitted By dheepan
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HELP ACADEMY
DEPARTMENT OF MANAGEMENT STUDIES
&
UNIVERSITY OF EAST LONDON (3+0)
BA (Hons) ACCOUNTING & FINANCE
Level 1

HR 1004
ORGANISATION, MANAGEMENT & PEOPLE
INDIVIDUAL CASE STUDY

STUDENT I.D. : B 1102817
UEL I.D. : U 1255581

SUBMIT TO : MR CHANDRA SAKARAN
SUBMISSION DATE : 8TH NOVEMBER 2013

QUESTION 1

Assess the extent to which Dicom Group’s culture is aligned to its vision and mission.

Organizational culture is basic presumptions and beliefs that are shared by members of an organisation and eventually assimilated by the group of people who enters the organisation. (Schein, n.d) It is imperative for an organization’s culture to be aligned to its vision and mission. Cultural web which was introduced by Gerry Johnson (1988) could be used as an implement for mapping of organizational culture. This could determine whether its culture is on the same path with its vision and mission. The elements of these cultural web includes ‘stories’, ‘symbols’, ‘rituals & routines’, ‘power structure’, ‘organizational structure’, ‘control system’ and ‘paradigm’. The same tool applies for Dicom Group, the document capture and enterprise content management. Does their culture align with their vision and mission? We shall see.
Plenty cultures are practiced between the employees within Dicom Group. A cultural element that is present is ‘Symbols’ which is clearly portrayed in the language. An example is that the Dicom Group promotes themselves as the ‘Dicom Family’. The employees also tend to say ‘Standards’ to a colleague whom has done well and also for setting a par which rivals would find hard to match. This relates to the motivation-hygiene theory by Herzberg which derives that recognition are motivators because employees find them intrinsically rewarding. (Herzberg, 1959) This definitely improves an employee’s morale. Dicom clearly portrays their mission of respect of which they display in the environment they operate. Besides that, from Handy’s Gods of Management’s theory, Dicom Group has clearly adapted the task culture where there is a close liaison between employees which is able to enhance employee qualities. (Handy, n.d.) Another culture element about Dicom Group is ‘Stories’ which depicts the glorified story on how the Dicom Group CEO brought all his employees to Switzerland for an all-expense paid weekend of celebration to mark their tenth anniversary. This shows the qualities of a caring leader whom appreciates his employees. He clearly fits the Caring Leadership Model by Dr. Johnson (2011). This culture reflects in Deal & Kennedy’s work hard-play hard culture where high speed action leads to high speed recreation. Dicom Group also illustrates the ‘productivity through people’ theme initiated by Peters & Waterman where employees are treated as a source of quality. The third culture in Dicom Group is that they are a flat organization. This is related to the ‘Power Structure’ element where displays of seniority are discouraged. The employees work in a distributed ‘Organizational Culture’ which is another cultural web element. The employees are given freedom to take full ownership of their job but in line with company’s procedures and policies. Another depiction of the mission involving integrity and productive relationship with the employees is displayed here. This is an example of academy of culture where the organisation provides a platform for the employees to develop themselves. The ‘Three Needs Theory’ could also be used to describe this where the employees are trying to fulfill their need for achievement, strive to succeed. (McClelland, 1961) The cultural attribute ‘Routines and Rituals’ describes the approach of the organisation in handling something which they face daily. Dicom Group considers training to be essential part of their employees’ development culture. The employees are encouraged to participate in the in-group and external training programs where financial support and time are given and this becomes part of the company’s ‘ritual’. Dicom fulfill their mission of hiring caliber employees and continue investing in their development. In Abraham Maslow’s “Hierarchy of Needs”, this is the stage where the self-actualization needs of the employees are fulfilled. (Cherry, 2010) Dicom has another ‘ritual’ which is ‘The Dicom Academy’ where managers and those with potentials could further enhance their capability by attending courses in marketing and leadership. This is known as expressed values under the adaptive culture in which the organisation deeply care about employee development. The hands-on, value-driven theme by Peters & Waterman which focuses on management showing its commitment to its working staff is also linked to this culture by Dicom. The next culture web feature is the ‘Control System’ which is illustrated through a performance appraisal and measurement carried out for every employee. The exceptional performers will be rewarded which is also known as competency-based compensation (Tucker, 1994). This relates to Dicom Group’s mission of constantly aiming to achieve returns for shareholders.
The final culture web, the ‘Paradigm’, sums up all the traits which were observable in the ‘Cultural Web’ and highlight that Dicom Group will integrate their desired vision into the company. (Abner, 2012)
In summary, Dicom’s key focus are on the employees and their culture. In my opinion, Dicom’s view is that the employees aren’t just resource working for the business, they are the business. An efficient business is not the product or service, but ultimately boils down to a group of passionate people known as the employees. Therefore, by focusing on the key assets, the EMPLOYEES, Dicom Group’s vision and mission definitely aligns with its culture.

QUESTION 2

To what extent do you consider that Dicom Group’s culture exhibits characteristics identified by Hofstede and by Trompenaars and Hampden-Turner for Switzerland?
Give reasons for your answer.

Dicom Group’s culture could be connected to attributes associated with cultural dimensions by ‘Hofstede’ and ‘Trompenaars and Hampden-Turner’. Through both this dimensions, one is able to understand more about the workplace values and ethical awareness. Let’s begin with the ‘Hofstede’ dimension. The first ‘Hofstede’ dimension which could be seen throughout Dicom Group is the Power/Distance culture. This means that everyone in the management is treated with equality and no one worker is considered to be higher than another. Teamwork is significant. It could be clearly seen throughout Dicom Group that a low Power/Distance is present since the display of rank and seniority are being discouraged and every worker is known as a colleague to each other. The next dimension is the Individualism culture which refers to the strength of ties the employees have within the corporation. As for Dicom Group, the workers consists more of a high individualistic group. Dicom’s workers do have high individualism elements which includes the luxury of freedom in doing their job and also enjoying the challenges of the job while getting rewarded for exceptional performances. Besides that, accomplishments by staffs are acknowledged. The final ‘Hofstede’ dimension which relates to the Dicom Group’s culture is Long-Term Orientation. Dicom displays less of a long-term orientation group. The workers are treated with equality. They try to master their skills and handle as much responsibility as they can. (Morrison, 2008) Dicom do exhibit characteristics by Hofstede’s dimension but not all are fulfilled hence it is not to a high extent that Dicom exhibits the characteristics by this dimension of culture. The next dimension is by ‘Trompenaars & Hampden-Turner’. The first dimension is the ‘Universalism Versus Particularism’ culture. In Dicom, clearly, the workers portray more of a particularism habit. Each individual has the freedom of choice in making their own decisions at their workplace. Here, the workers do their job in their preferable manner as long as it is within the corporation’s policies. The second dimension is ‘Individualism Versus Communitarianism’. Dicom’s employees are more towards the ‘Individualism’. They want to make their own decisions in their daily lives and want to see themselves emerge in the working world with success. In the next dimension, ‘Achievement Versus Ascription’, it’s how people view one’s status. At Dicom, people fulfill more of the Achievement features. They are not treated according to their position, and everyone is treated with equality. The staff’s good performances are rewarded accordingly (Schell, 2008) The final ‘Trompenaars & Hampden-Turner’ dimension related to Dicom Group is ‘Internal Direction Versus Outer Direction’. This discusses on how people delineate to the environment. Dicom’s workers attain the Internal Direction elements. They can control their environment to reach goals and handle as much responsibility as possible. The organisation allows the people to develop their skills via employee training. All in all, the employees of Dicom only display four out the seven dimension cultures by ‘Trompenaars & Hampden-Turner’ hence it is to a low extent that the workers exhibits these characteristics.

REFERENCES

* INNOVATION FOR GROWTH. (2012) What is the Cultural Web? [Online] February 2012. Available from : http://www.innovationforgrowth.co.uk/Blog/?p=631. [ Accessed : 24th October 2013 ] * Anonymous. (2009) Driving Innovation! [Online] April 2009. Available from : http://www.dicom.com/en/company/mission.php. [ Accessed : 24th October 2013 ] * McDowell, J. & Williams, R. (2008) Caring Leadership : A Model For Transformation [Online] February 2008. Available from : http://www.leadershipchallenge.com/Leaders-Section-Articles-Stories-Detail/caring-leadership-a-model-for-transformation.aspx. [Accessed : 25th October 2013 * McClelland, D. (1961) Three Needs Theory [Online] January 1961. Available from : http://choo.fis.utoronto.ca/fis/courses/lis1230/lis1230sharma/motive4.htm [Accessed : 25th October 2013] * Cherry, K. (n.d.) Hierarchy of Needs [Online] Available from : http://psychology.about.com/od/theoriesofpersonality/a/hierarchyneeds.htm [Accessed : 25th October 2013] * HOFSTEDE’S CULTURAL DIMENSIONS. (2011) Understanding Workplace Values Around the World. [Online] February 2011. Available from : http://www.mindtools.com/pages/article/newLDR_66.htm [Accessed : 26th October 2013]

* THE SEVEN DIMENSIONS OF CULTURE. (2011) Understanding and Managing Cultural Differences [Online] January 2011. Available from : http://www.mindtools.com/pages/article/seven-dimensions.htm [ Accessed : 28th October 2013]…...

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