1.

0 Critically evaluate what is meant by organisational culture and discuss the relationship
between culture, power, politics and conflict; and the relationship between culture and
morale, motivation, empowerment and behaviour of employees, citing recommendations
on how to influence the behaviour of employees. Evaluate your own or your chosen
organisation's welfare culture. Give practical examples of the commitment to staff welfare
and identify any areas for improvement. Analyze the impact a commitment to staff welfare
has on strategic objectives and on organisational values, staff morale and motivation.

Guide word count: 1500 words

Schein (2010:6), organizational culture can be defined as a pattern of shared basic

assumptions that the group learned as it solved its problems of external adaption and
internal integration, that has worked well enough to be considered valid and, therefore
to be taught to the new members as the correct way to perceive, think and feel in
relation to those problems. Further, as suggested by Schein (2010), there can be three
levels of sub divisions in the organizational culture.

Illustrated Below:

source: Schein (2010)

1. Artifacts: Artifacts deals with the overall appearance, look and visual of the store. It
gives a visual experience to the customer helping make a decision and perspective
about the physical appearance of the store before even buying and looking for
products. The attire of the employees, the infrastructure, the design of the store,
behavior of the employees is all covered under artifacts and helps the customer
understand the working culture of the store.

2. Espoused values: The next level that determines the culture of any organization is the
value of the employees. At Big Bazaar, the core of the company is following the values . This
not only determines success but plays a very crucial role in organizational culture. The
behavior, the thoughts and the attitude towards the company, the customers and the
colleagues creates a remarkable impact on the culture of any organization and at Big Bazaar.

3. Basic underlying assumptions: Its basically the assumed values of the employees
about the organization which is inherent but makes a lot of impact on the culture of
any organization. These are the inner values of the organization which are not
discussed but understood. At Big Bazaar, each employee needs and values and
considered and respected. All the measures are taken and adjusted to have a good
environment and culture at workplace.

Schein (2010), also states that only when the culture is at the most grounded and at
the deepest level of the employees of the organization. Then only the culture
management program of the organization will be successful. There are basic
assumptions of the employees linked to it. These can be the employees individual
values, beliefs and thoughts, beliefs that are objective and that can link with the
business at a strategic level and SHRM level.

Becker & Huslid (2010) Culture can act as a bonding factor that shares the value,
beliefs and expectations of the employees of the organization. The drawback of these
deep beliefs that have been enforced upon each employee o the organization can
sometimes backstab and can hold back the organizations, resistant to the change. To
maintain and tackle this issue the recruitment by the HR should be such that when
people are hired, they should be hired on the basis of their adaptability to change and
acceptance of the same change. At Big Bazaar, due to recession, the manager tried to
increase the prices and make more money but unfortunately the decision didnt turn
out fruitful and again a change was made which later resolved the main issue.

Martin et.al (2011) said, a strong organizational culture is very important for any
organization for its growth, improvement in performance and success. Its the
responsibility of the leader to motivate and encourage the employess when the
employess lack motivation and is facing issues while doing his job. If need be, changes
in the organization, reconsideration of rules and work environment and cuture should
be made to make sure the functioning is smooth. But however, Ogbonna & Harris
(2002) says, that the initiatives to bring about the change can have an hindrance by the
rules laid by the organization for the employees as the best is expected from an
employee in any organization.

Power:
Miguens & Merquior (1982), states that power makes employees do things which they
are not willing to do, itt get people to do the work even if its against their. It is defined
as :the ability to effect or affect the organizational outcomes by Mintzberg and
Waters, 1985. Being a leader, the power allows firing or promoting someone, to
delicate and assisting the work done by the employee. This aso results to alienating
oneself frok the entire workforce. Here business ethics come into picture the vaues,
rules come into picture while carryng out any wrong function or activity. The power of
the culture then acts valid and important.

According to Wrong (1979), the bases of power can be divided and further categorized
in to five types

1. Reward power: This is the value related power which includes pay, promotions and
favorable assignments. This type of power should be valued by the employees and if
not, should be made to value so that they value this power.
2. Coercive power: Fear is the first pillar of power, hence this should be considered to
get things done and understand the value while carrying out functions. Hence this
power is very important.

3. Referent power: Attractiveness plays a major role here. By looking at each other,
competition and other factors this power is very effective.

4. Legitimate power: Usually this power is considered by th top level management and
the middle level management like the supervisors and managers of different and
various teams. Legitimate authority to use the powers on the employees comes under
this and hence other powers too.

5. Expert power: Knowledge is power. When an knowledgeable person talks people

listen to them because its considered to have credibility. This is called expert power.

According to Robbins (2001), authority and power are divided into two categories,
authority is more about manipulating and is the pursuit of collective goals given by the
consensus groups and power is more of dictatorship which need not be legitimate. At
Big Bazaar I tried adapting different and new techniques to get the best work out of the
employees. Amidst this I realized that only putting forward these techniques wont have
a major impact but implying them and empowering the employees that why I it ebing
done was more Important. When we identify people as a biggest asset to an
organization it is better to lead them as a team instead of using power to enforce them
to do certain things. Huczynski &Buchanan (1993) said, that instead of using power, it
is better to use of influence in workplace makes people to do things that is needed to
be done. According to Porter & Allen (2003), these things can be achieved by using
assertiveness, rational appeal, sanctions, blocking, coalition, exchange and upward
appeal. Some of these attributes are associated with power, but anyway it is the best
for the organization interest and not for self-interest.
Politics:
Politics is defined as a struggle between the two or more groups in an organization or
between two or more organizations (Hatch & Cunliffe (2012:79). Boulding (1989)
stated, its a power used by the leaders or managers of an organization to achieve the
goals that favours them or groups interests. Sometimes the managerial decisions are
never balanced, because when the decisions are made there are aways a lot of people
who are never satisfied and do not agree to the decisions made.

Ribowsky (2004) states that use of the power outside the normal bounds, disrupts the
organizations functioning. He also states that political procedures can be unethical. In
Big Bazaar too there have been times when the managers, supervisors, officers have
lied to customers about the products, the price ad discounts and the expiry date but
thats considered and the integrity and team work is worth the effort.

Conflict:
According to Buchanan&Huczynski (2004), conflicts depend upon perspective, thoughts,
and opinions and choice taken on the nature of the society and organizations in it.
Conflicts arise between the individuals because of having different behavior, personality,
traits, thinking and opinions on the same matter or topic.