Professional Documents
Culture Documents
that are negatively affecting its overall performance. This situation has driven the
management to hire an external management consultant to investigate and identify
the reasons behind the various problems.
One of the major issues that Pluto Telecommunications has is the difference in team
motivations and cultures within the three different divisions: Sales, Customer
Services and Marketing. This difference not only creates various interests and
advocates
achieving
individual
goals,
but
it
also
results
in
the
loss
of
the low risk undertaken in the telecommunication business yet fast feedback that
rises from customers that is showing in the high service levels imposed on customer
service department in terms of the duration in answering customers enquiries and
repairing faults.
Moreover, its current environment type can be classified to be discontinuous as
per Ansoffs typology concept (Huczynski and Buchanan, 2013). This can be
concluded
based
on
the
predictable
environmental
change
that
Pluto
Telecommunications faces and the management attitude that seeks new but related
change in the organization.
In addition, Pluto Telecommunications organizational form can be identified to be
structured as Functional. Since functional structures are distinguished by the
grouping together of like activities and are designed to reap the benefits of
specialization.. But it does not cope well when products become differentiated and
there is more need to ensure cross-departmental communication and coordination
(Bresnen
and
Marchington,
p.
32)
which
is
the
exact
case
of
Pluto
Buchanan, 2013). This can be confirmed by the key performance indicators that are
imposed on both elements of customer service, the support and the engineers who
are evaluated based on their responsiveness against a time set. Also, the case
indicates the companys priority towards targets achieved and the radical actions it
would take whenever the department is underperforming unlike those actions that
would occur in case the department overachieves. This would again indicate the job
centered behavior followed in the organization.
At this stage, it is vital to identify the organizational culture. What is interesting in
Pluto Telecommunications case is that there are different types of cultures within
the same company. Actually, when analyzing in depth the Sales Department, we can
identify that it is a person culture. In this culture the individual is the central
point. It would exist only for the people in it without any superordinate objective. Its
structure is as minimal as possible; a cluster is the best word for it (Handy, 1993).
This is confirmed in the individualistic characteristic that defines the Sales agents in
Pluto Telecommunications as well as their superiority feeling and the lack of a
formal chain as presented in the case.
As for the Customer Service Department, its culture can be described as a role
culture. It is often stereotyped as bureaucracy. In this culture the role, or job
description, is often more important than the individual who fills it. Rules and
procedures are the major methods of influence. The role culture is frustrating for the
individual who is power oriented or wants control over his work (Handy, 1993). The
case has shown the strict hierarchy that is followed in this department and it
revealed that the e-mail communication is more dominant than personal
communication between individuals in Customer Service. Moreover, actions taken in
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Telecommunications
Senior
Management,
which
mainly
defines
the
an
effective
teamwork
within
the
organization
and
presence
of
different
The first option is that Pluto Telecommunications management does nothing and
keeps the current situation as is. However, this will lead into more catastrophic
results in terms of the complaints hitting the roof, marketing efforts are gone to
waste as there are no awareness of new campaigns and thus negative customer
responsiveness, and sales people will lose their credibility as they would be
perceived as overcommitted when communicating with prospect customers about
installations and support. This will destroy the companys image and reputation in
the market and it will soon get escalated again to Pluto Telecommunications
management to find a solution for these issues.
Also as an option, Pluto Telecommunications management can start considering
implementing changes. David Collins N-step model provides an eight step approach
to facilitate the needed change (Bresnen and Marchington, p. 68). First, Pluto
Telecommunications managements main responsibility should start by establishing
a sense of urgency for the change, then forming a guiding coalition and creating a
vision till institutionalizing new approaches. By applying this model, Veronica and
the other managers would have defined a process in place to make a sound change.
The only visible drawback of this approach is that it needs long time to witness
results.
Another option would be to apply Dunphy and Staces model of change
management charismatic transformation. This transformation is used where
major adjustments are needed, where there is insufficient time and where there is
support
for
radical
Telecommunications
change
case,
(Bresnen
these
and
changes
Marchington,
can
be
p.
considered
72)
as
In
Pluto
modular
transformation, and since Veronicas team are willing to accept her decision and
would collaborate with changes she imposes, this should make it easier for her to
Page 7 of 11
has.
Looking
into
the
employee
perspective,
Pluto
Telecommunications can start identifying the good employee that would fit in its
overall culture using the psychometric tests. The use of psychometric tests in an
attempt to fit the worker to the job has dominated industrial psychology. Whereas
personnel psychology reflects the point of view of the employer interested in
selection, placement and promotion, vocational psychology has been applied
deciding on the kind of work she or he would like to do (Hollway, 2005, p. 54).
These will not only help Pluto Telecommunications identify the correct calibers to
recruit, but it would also assist in recognizing amongst the existing staff that would
support Pluto Telecommunications management vision and mission. However, this
will involve the Human Resources department which the case did not provide any
information about. Hence, no clear conclusion can be driven as to how feasible and
easy, or rigid and difficult based on the companys infrastructure to have such tests
ready for implementation.
As a recommendation, Pluto Telecommunications has to follow the integration as
its new organizational culture to tackle its cross departments issues. In fact, this
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culture type suggests that there is, and needs to be, consensus within the
organization and that leaders and managers are important creators of culture; any
ambiguity or confusion in cultural values is a problem that needs to be resolved
(Bresnen and Marchington, p. 51). This behavior would eliminate any departmental
conflict on employee level and would also make the managers held responsible to
carry out this culture which will provide them with higher sense of ownership and
recognition in the organization which reinforces the power culture Pluto
Telecommunications has. In addition, on a leadership behavior perspective, Pluto
Telecommunications management has to move from being job centered into
becoming employee centered that focuses on relationships and employee needs
(Huczynski and Buchanan, 2013).
Hence, such integration would need the involvement of all three levels in Pluto
Telecommunications: the employees of each of the three departments, the directors
of these departments and the managing director.
Nevertheless, such implementation is not expected to be applied smoothly. In fact,
it should be expected that the majority of the sales team to reject the change in the
culture as it stresses on group work rather than individual achievements, the
customer service team will initially be in a state of confusion since they opinion will
start to matter and they will be more appreciated than before, the marketing team
are the least to be affected since they have already built the teamwork mentality.
Such cultural change process wont be done overnight, and would need at least six
months of adjustments implementation to start witnessing modifications. However,
planning to involve the employees in the communication will extremely minimize
any potential resistance of plans and lower disruption costs. Employees can be
involved by setting team meetings, feedback forums and interactive conferencing
Page 9 of 11
(Huczynski and Buchanan, 2013). Also, the most affected part of the transformation
would be the departments directors as they will witness more responsibilities
delegated to them and rebuild the sense of leadership instead of being treated as
purely executives. The managing director will also be affected by this cultural
change being the center of the organization as she will be required to move from
being a manager into becoming a leader.
To conclude, such organizational cultural change will lead into a new management
philosophy that will be more appreciative for the employee and managers roles. At
the heart of the new management philosophy is a change in the relationship
between organizations and the individuals who work in them. Instead of just doing
what they are told, enterprising employees are made responsible for motivating,
disciplining and directing themselves. At the same time, the organization must
ensure that the self-directing worker is moving in step with institutional policy.
(Cameron, 2000, p. 14)
Page 10 of 11
Reference:
Huczynski, A., Buchanan, D. (2013) Organizational Behaviour. 8th edn. Person.
Bresnen, M., Marchington, M. People, Management & Organizations Study Guide.
MBS
Handy, C. (1993) Understanding Organizations. London: Penguin
Clarke, J., Newman, J., (2006) The managerial state London: SAGE
Hollway, W., (2005) Work Psychology and Organizational Behavior: Managing the
individual at work London: SAGE
Cameron, D., (2000) Good to Talk? Living and working in a communication culture
London:SAGE
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