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Essay about The Organizational Culture of Quinlan's

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The Organizational Culture of Quinlan's


Introduction

Quinlan has been UK’s foremost retail giant for a long period of time.
By end of 1998 there was evidence of a crisis and since then the
company has been on a decline. The company has been ignoring market
changes and trying to maintain its corporate image and identity. This
has caused the customers to drift to more fashionable brands causing
huge loss of business to Quinlan. Presently the company is on a
restructuring exercise to improve sales with particular emphasis on
customer satisfaction and marketing.


Organisation culture at Quinlan’s

Organisation culture can be defined as the set of key values, beliefs,
understandings and norms shared by members of an organization (Daft,
Management, 2003, p88). It guides the behaviour of its employees that
includes routine behaviour, norms and dominant values. As Schein
pointed out culture can be analysed at three levels – visible
artifacts, expressed values and underlying assumptions (University of
Leicester, Management, People and Organisations, section 13). Visible
artifacts are observable outcomes of cultural norms and assumptions.
Examples of artifacts include the language spoken, dress code, the way
employees think and other behaviour observed by anyone.

Organisation culture is shared by everybody in an organisation and
determines to a great extent how people think, behave and where they
place their priorities. In the Quinlan’s case study, the organisations
expressed values and beliefs have been cultivated by the founder Sir
Thomas Quinlan himself. These beliefs are the guiding factors that
influence how people think ...


... middle of paper ...


.... F. (1943) “A Theory of Human Motivation”, Psychological
Review

* Sajgalikova, H., Trends of Flexible Work Arrangements and their
Applications, University of Economics Bratislava, Slovak Republic

* Schoemaker, M. (Dec 2003), Identity in Flexible Organisations:
Experiences in Dutch Organisations, Blackwell Publishing Ltd,
Volume 12, Number 4,

* Gjerling, A. N. (1999), The Evolution of the Flexible Firm,
Presented at the conference on National Innovation Systems,
Industrial Dynamics and Innovation Policy, Denmark

* Fowke, D. (1999), Shaping Corporate Culture, The New Management
Network, Volume 12, Number 2

* Businessweek, April 30 2004,
http://www.japantoday.com/e/?content=comment&id=570 [3 May 2004]

* Alderfer, C. (1972), Existence, Relatedness and Growth


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