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Case Study Analysis of ABC CORP
Case Study Analysis of ABC CORP
1 Introduction
Managing a small based energy firm like ABC Energy Limited (ABCEL) with
a small number of employees to run a big project ahead is a bit of challenges even for
most of the new companies around the globe in order to meet demands in electrical
power supply. Being the fifth-largest nation in the world in terms of electricity
generation capacity and the third largest in terms of transmission and distribution
network1, ABCEL has already in the pipe-line to pursue one step ahead to tripling its
capacity by 2015 to 30,000 MW and 70,000 MW in 2020. That’s going to be a big
climb from one capacity to another. Nevertheless, its way ahead definitely required
support from both higher management i.e the boards themselves to agree upon and
also the employees that would consider changing their conservative culture prior to
formalization as desired by its CEO, Mr. Shivam Kumar. The CEO himself has made
a right move by hiring third party i.e Srividya, a research scholar from Management
Development Institute in Gurgaon, India to assist him assessed the firm’s culture and
the level, extent, and process of formalization. Based on the assessment processes, we
have identified issues that need to discuss further and looked into in accordance with
management approach.
2. Purpose
The purpose of this report is to discuss and comments the effectiveness in
getting assessment details by ABCEL to adapt changes in culture prior formalization
of its organization.
3. Scope
The scope of this study focuses on aspect of management practices with regard
to area of assessment focused by ABCEL which covers the following:
a. Organization.
b. Assessment of culture.
c. The interviews.
d. The Observations
4. Methodology
Prior to this we have made some comparison in between the methods used by
ABCEL in conducting its assessment process and with other disciplines. We therefore
1
“Indian Infrastructure – Electricity” www.knowindia.net/infraindia2.html, assessed May 20,2010.
2
Based on the case finding by the authors, the study limited to culture and did
not explain further on concept of formalization. Should there be clear evident for
formalization, this case would have been more tangible in its cause. Therefore we are
not able to make any comparison with regard to formalization in this case but we
would like to include some explanation and method on how formalization should be
implemented based on ideal concepts.
7. Discussion
7.1 Organization
In their case study, the authors mentioned the assessment process for
culture done by Srividya covered firstly on the firm’s culture and the level,
extent, and process of formalization required. Both Kumar and Srividya
identified were to map the organizational life cycle in order to be in line with
ABCEL growth projection that included the following:
a. Start-up growth.
b. Diversification.
c. Consolidation.
d. Decline etc.
Srividya focused on data compilation through observations, interviews
and cognitive mapping of organization from the employee was well done in
accordance with management theories. Before we elaborate more on culture
we realized that there is minor hiccup in the statement with regard to ABCEL
background on employees. By referring to the number of employees presented
in Exhibit 1 of the case finding, 12 employees distributed over four
management ranks are contradict compare to remarks and figures. What really
shown in Exhibit 1 described 8 management ranks instead of 4 as mentioned
in the case.
7.2 Assessment of Culture
In this process, Srividya used frameworks for culture assessment based
on psychometric tool developed by Cameron and Quinn, 2008 or known as
Organizational Cultural Assessment Instrument (OCAI)2. The OCAI
instrument is built on Cameron & Quinn's competing values framework which
rooted in considerable research in the field of organizational culture and aligns
with well-accepted cultural categorical themes – the way people thinks, their
2
Using The Organizational Cultural Assessment (OCAI) as a Tool for New Team Development by Jeff Suderman,
Journal of Practical Consulting, Vol. 4 Iss. 1, Fall/Winter 2012, p. 52-58.
4
values, assumptions and how they process information. The research revealed
six key dimensions which formed the basis of their framework on
organizational culture: dominant cultural characteristics, organizational
leadership, managing employees, organizational glue, strategic emphasis and
criteria for success.
Beside of using the fore mentioned method, cognitive mapping used to
understand the way individuals perceive an entity believed to be effective
because this would allows freedom to think without any external influence. A
cognitive map (also: mental map or mental model) is a type of mental
representation which serves an individual to acquire, code, store, recall, and
decode information about the relative locations and attributes of phenomena in
their everyday or metaphorical spatial environment. The concept was
introduced by Edward Tolman in 19483.
7.3 The Interviews
There were nine out of twelve employees of ABCEL interviewed by
Srividya. Based on transcripts analysis, it was revealed that more positives
rather than negatives feedback from the participants which were presented
according to the following levels.
a. Management. In general, the management levels are very
open-minded to the employees for their contribution in new ideas and
immediate feedback. This would create positive ambiance within the
organization where both levels able to achieve common goals.
b. Employee Relations. Inversely as mentioned earlier, the
employees would feel that they are not alien in the company. The
employees have given the freedom to decide among themselves on the
division of work as it was mentioned that the company is output-
oriented. This practise considered non-bias to the employees as it will
allow competitiveness in the organization thus motivating employees
to perform better.
c. The Firm. The organization said to have planned for training
sessions and given allowances for individuals to set their career path.
ABCEL also sets its own culture and practices that what is best for
itself although it may pick up some ideas from its holding and sister
3
http://en.wikipedia.org/wiki/Cognitive_map
5
4
A Guide for Corporate Attire and Apparel, Landau Uniforms, Inc. 2009. iD By Landau.
7
f. Gender
Only two women were hired to work in the company as a
company secretary and mostly dominated by men. Regardless what
5
The Perfect Workspace, Dr Christian Jarret on twitter@Psych Writer.
8
References
1. “Indian Infrastructure – Electricity” www.knowindia.net/infraindia2.html, assessed
May 20,2010.
10
2. Using The Organizational Cultural Assessment (OCAI) as a Tool for New Team
Development by Jeff Suderman, Journal of Practical Consulting, Vol. 4 Iss. 1, Fall/Winter
2012, p. 52-58.
3. http://en.wikipedia.org/wiki/Cognitive_map
4. A Guide for Corporate Attire and Apparel, Landau Uniforms, Inc. 2009. iD By
Landau.
5. The Perfect Workspace, Dr Christian Jarret on twitter@Psych Writer.