Name:Santos, Mark Louis N. Date: Oct.

4, 2022
Course and Section: BSBAIM1 Subject: PCBA 106

PERFORMANCE ASSESSMENT

Answer the following items in more than 10 sentences. Use extra sheets if
necessary: (4 items x 10 points)

1. What are the key factors to institutionalized business?

There are several things that affects the company whether it can be
institutionalized or not. But the key factors are governance, research workers,
social factors, and the organizational culture. Governance, this plays a crucial
part because this will be the one to direct which path will the company go, to
growth or bankruptcy. It will be the one to help the organization and its people to
perform at their best to provide the best quality of products or services to their
customers. Research workers are the one responsible for making the impossible
things to reality. They are the one who identifies the needs of the target market of
the organization. They will be the one to innovate things for the betterment of the
target market. Social factor is a key factor of institutionalizing the company
because this is where the company needs to align its vision, mission and core
values. If the social factor is considered by the company, most of its target
market will be able to feel that the company is not only after the sales of their
products but is also after to their welfare. Lastly, the organizational culture is also
a key factor on institutionalizing the organization because these are the values
that will reflect on its target market. If there is a strong and people oriented
organizational culture, rest assured that the welfare of its target market will be
prioritized aside from profit.

2. Can organizational culture be changed? How?

Organizational culture is always subject for change. There are companies
who choose to just stabilize their stats but it doesn’t mean that the values and
practices in the organization will remain the same. Why? Because change is
constant especially on people. You cannot adopt the organizational culture of the
company in the 90’s in the current time. Because there are a lot of factors
affecting the norms that the people or workers of the company follows. Meaning,
every time that there will be a new hire or new set of bosses, there will be a
change may it be big or small. But that is not the challenge. It is how you can
help all the people involve in the company to just adopt the new organizational
 culture. Also, the organizational culture is not directly spoken and/or written.
Meaning, the organizational culture can also vary from one person to another.
There are a lot of ways to help your constituents to somehow adopt and accept
the new organizational culture. It can be thru a formal orientation from the human
resource department or by means of engaging a small talk or forum within their
peers.

3. Is a subculture a barrier to an organization's common objectives? Why or why

not?
When individuals with similar circumstances, identities, or work
responsibilities come together around their own interpretations of the prevailing
company culture, an organizational subculture is created. Making subculture not
a barrier to the common objectives of the organization. Simply because every
individual has their own set of rules, roles and function to follow but everything
must be aligned to the company’s common objectives. It is the responsibility of
the human resource department to instruct, inform and educate the company
workers about the objectives of the organization. If subculture will be a barrier to
the organization’s common objective, it only means the top manager of that
specific department is not aware of the company’s main objectives. He/she
needs to be replaced or be educated immediately because there is a high risk
that he/she may be the cause of the company’s downfall due to not having been
able to identify that his/her department’s subculture is already misaligned to the
company’s organizational objectives. Instead, the subculture is the one who will
break the enthusiasm of the workers to perform well with their jobs. The beauty
of having a subculture in a organization is that it helps the workers to feel that
they are free and the company is for the welfare of its people. This will help them
to have a healthy environment to work on that can boost up their eagerness to
perform and do well with their jobs. To summarize, a healthy subculture coexists
alongside the dominant culture and gives its members a feeling of direction,
belongingness, and coherence, which benefits the entire company.
4. How to keep company culture alive in a hybrid work environment?
Always make a channel where you can receive feedbacks from your
workers. This will play a crucial part on building a healthy organizational culture
because you need to consider all the factors that your workers see as a barrier to
have a healthy organizational culture. You cannot assume what’s the best for
your employees. Yes, they will follow everything that you ask them to do or
accept the working norms that you want to impose but there will always be
lapses in everything. Feedbacks are given not for criticizing the company. It is to
inform the company about the things they need to look into, in order to build a
healthy culture especially for hybrid work environment. In addition, always give
incentives not only to those who perform well in their specific jobs, but also to
those who have the characteristics of an outstanding employee such as but not
limited to; being punctual, no absences, no late, friendly etc... This will encourage
other workers to do well and emulate the positive characteristics of their fellow
employees. To sum up, managers need to link individual employees across
departments, offer cross-functional learning opportunities, and make time for
people to have virtual coffee or networking chats with coworkers from around the
firm in order to preserve healthy cultures in a hybrid working paradigm.