Organizational behavior and management in Griffith College, Dublin

Thèmes abordés

Organization, Behavior and Management in unviversity

Résumé du document

First of all, in order to have a good understanding of this subject, it is necessary to agree with some definitions. Indeed, even if these words do not seem to be particularly difficult, the term of 'organizational culture' can appear to be a bit vague (Robbins, 2007). An organization is 'a social unit, composed of two or more people that functions on a relatively continuous basis to achieve a common goal or set of goals'. Regarding the term culture, it is described as ‘group of elements which gives the difference between a society, a social group from another society or another group '. Finally an organization culture is : 'a system of shared meaning held by members that distinguishes the organization from other organizations. '
In this assignment, we will see which group of elements is shared by the members of the Griffith College, and which differentiates it from another organization.
So as to answer this question, the writer will analyze the organizational culture of the Griffith College of Dublin using two different models, Cameron and Quinn's and that of Handy's. That is to say, the analysis will be composed of the following : The clan culture, the adhocracy culture, the hierarchy culture and the market culture. Later, the writer will analyze the GCD culture with Handy's culture model using the Power Culture model and the Task Culture model, which according to the writer, are the most relevant to analyze the GCD.

Extraits

[...] In this case, lecturers who teach, for example, Business in full-time courses are under the managers' authority of full-time courses and Business department, they have to give account and report to a double hierarchy. This type of organization can have some advantages such as allowing a “better communication and more flexibility[28]”. It permits also a better sharing out of personal's talents, thus an efficient and talented person can be of benefit to more than one department. But we can also count some disadvantages due to this original type of structure. Indeed this dual lines of authority can create confusion and as a consequence stress. [...]

[...] The SWOT permits to be aware of what the company has to improve in order to catch new markets and to insure the survival of the company. It is a diagnostic tool, which emphasizes the key points : which are the competitive advantages of the company and the points the company will have to focus on in its future. I will divide my work into four parts, Strengths, Weaknesses, Opportunities and Threats. Secondly we are going to analyze the GCD strategy with the Value Chain Analysis, this tool permit to emphasize key activities which need to be improved, cost optimized or level off. [...]

[...] doesn't stop thinking about new ideas just because it is 5 pm and he expects the team around him to do the same.” Again we can show that the work of leader is to set a good example and to be ahead every time. Moreover leaders in the market culture are “hard-driving competitors who seek always to deliver the goods.”[17] These types of companies are outward looking and particularly focused on the result. This permits to be highly competitive in the business field. Diarmuid knows that the competition is tough and that is the reason why Griffith College can be considerate as market oriented. [...]

[...] Diarmuid could not cope alone with his organization and keep the current culture based on a strong centralism of every information. The power should be more shared in order to have the ability to welcome more students. That's why the writer argues that GCD modified the Power Culture to a Task Culture. First of all, Diarmuid acquired GCD barracks to have more space to deliver courses and developed the organization of the lectures by recruiting more lecturers. The task culture is focused on tasks or projects of the company. [...]

[...] Every other member of the organization orbit around the leader. The communication is principally informal because of the size of the organization and also because there are few members. The Leader occupies the main post, handle the main tasks and is topically charismatic, he is the motor for the organization. Griffith college could be described as this model during the first years of Diarmuid's project. Inside the power culture personality of the leader is more important than the structure of the organization. [...]