Assessment of The Organizational Culture

The modern day economic situation is marked by high competition, fast development in terms of new technologies and globalization (Eaton & Kilby, 2015). As such, organizations are forced to become more global while the employees with different backgrounds, work-related attitudes and perceptions have to work together. This explains why organizational culture is vital in the implementation of strategic goals set by the company. The culture a company creates dictates whether it will lose or win in the fight for supremacy and market share (Eaton & Kilby, 2015). This means that the differences in successful and the not so successful businesses rest in the decision and roots of establishing the right organizational culture to suit the environment. The popularity of corporate culture in the present age is the significant relationship between this concept and the outcomes thereof. These consequences include company effectiveness, financial performance and gaining substantial competitive advantage. Culture is a vital part of the success of an organization. Culture revolves around integrity, teamwork, customer focus and a spirit of humility. For the world business today, organizational culture and its models have been growing remarkably in importance over the past few years. The question that stands out however is how the elements of a corporate culture can have influence on the attainment of the strategic goals and objectives set by the company.

Barclays bank is an example of an organization hat has had immense success. Barclays bank uses the role culture and task culture models in their efforts to meet the organization’s strategic goals and objectives (Barclays PLC SWOT Analysis, 2015). The role culture ensures that the roles delegated to employees at all levels are more important than the individuals implementing the same. In this model, reasoning and logic as well as procedures and impersonal systems govern the behavior. Task culture ensures that there is no one single source of power. Every task given to the employee is the priority. Such a culture and model depends on getting the most creative and the best individuals to become a team working towards the set organizational goals. Teamwork is paramount over every other valued element within the work culture. The corporate culture of Barclays is therefore the main driving force for the organizational objectives in that the corporate models dictate how to attain the goals (Barclays PLC SWOT Analysis, 2015). The role and task cultures and models help Barclays to achieve their strategic goals.

Culture can be defined in non-technical language as the way things are done. It is the mode of operation within an organization, which is accepted and seen as normal (Wren & Dulewicz, 2005). It makes up the social environment in a business that is solely responsible for the creation of innovations and initiatives. Culture ensures that a company is more competitive and attains profitability. Such are the main goals of any organization. A national culture ensures maximum impact with the employees. It can be defined as the behavior, customs, beliefs and set of norms that are more dominant within the population of a nation. Global organizations and international businesses like Barclays develop managerial goals and practices according to the national culture of the nation they are operating within. The national culture of the UK is high in individualism, masculinity and indulgence (Wren & Dulewicz, 2005). The power distance, uncertainty avoidance and long term orientation are relatively low. There are low ties between members of a community in the national culture of the UK. This explains why the organization under discussion (Barclays) has performed so well in a struggling economy (Barclays PLC SWOT Analysis, 2015). The institution is keen on tasks and roles delegated to individuals in a work. Although the cultures are somewhat different, they work together that way. They complement each other. The high individualism of the British people allows for high orientation towards rewarding hard work and success.

Barclays group is a huge international financial provider that operates in all continents in the world. They have major business in Europe, Australia, Asia, America, Africa and the Middle East (Barclays PLC SWOT Analysis, 2015). They deal with wealth management, retail banking, corporate banking, credit cards and investment banking. In analyzing he corporate cultural profile for Barclays, customer responsiveness, communication, personality and organization, work motivation, reward management and job satisfaction are the key cultures to consider.

Communication is essential in passing over and inculcating common objectives. Failure to pass on clear purposes will result in calamities for a firm. At Barclays, clear communication plays a major role in satisfying customer needs and demands to offer all the information required to make a decision (Barclays PLC SWOT Analysis, 2015).

Organization and personality are essential in having a successful organization. it helps the management to develop good organizational behavior. This is attained through understanding the different personalities of the employees so as to increase workable interactions models in the business. The personality encompasses qualities, competencies, skills and characteristics of the employees combined with other traits like attitude and grooming.

The culture and model used at Barclays ensures that tasks and roles come before an individual (Barclays PLC SWOT Analysis, 2015). However, in general, the British culture is individualistic in orientation and favors reward. Therefore, this ensures that the motivation to attain results is very high.

<3>Impact of Barclays Corporate Culture in Achieving its Objectives

Present day economic situation is marked by high competition, fast development in terms of new technologies and globalization. This forces organizations to become more global while the employees with different backgrounds, work-related attitudes and perceptions have to work together. The culture of Barclays has been a key element in propelling it forward in the banking and financial industry (Barclays PLC SWOT Analysis, 2015). With a culture that is oriented towards attaining its objectives and results with a focus on the tasks and roles, the company has been able to meet all of its strategic goals and objectives (Eaton & Kilby, 2015).

The success of the UK’s Royal Air Force in all its military endeavors depends on effective leadership, shred principles and core values, personal standards, resilience and total commitment. The culture and climate of the Royal Air Force prohibits fraternization, adultery and unprofessional relations. Such acts are considered as a counter to order and discipline due to the resultant negative impacts on the morale and unit cohesion. At every level, the commanders must make sure that there is a climate that is conducive for mission effectiveness. To attain this, the group ethos must be impeccable (Defense Forces, 2013). Therefore, the values established in the military code of conduct must be adhered to the letter. Those serving together are required to behave in accordance with the enforced standards , equally and unassailable. In this sense, the Royal Air Force can be regarded as a socialist meritocracy. Key values enforced include honesty, sacrifice, accountability, and complete fairness in, promotions, risk and rewards.

Positive command climate is the best way to improve the corporate climate within the Royal Air Force. The performance of the service people is definitely affected by the organizational climate (Randhawa & Kaur, 2014). For efficient allocation and implementation of tasks, the climate must foster the set rules, principles and standards. Values enforced include honesty, sacrifice, accountability, and complete fairness in, promotions, risk and rewards. Just like the business climate has evolved over time, this report recommends that the RAF changes its basic structure to allow a channel of back and forth communication (Randhawa & Kaur, 2014). The current climate is that of a dictatorial establishment. This is the case in the sense that, a junior member of the force has no input where senior officers have expressed their views. Therefore, having or introducing a channel that will allow communication without necessarily undermining the authority of those higher in ranking will go a long way in ensuring efficiency in the military (Eaton & Kilby, 2015).

In order to have organizational values that meet the specific strategic and operational needs of the military, this report proposes the use of the human relation model, internal process model, and the internal process model. For the human relation model, the mentor is rather approachable and very helpful. Additionally, the leader is solely responsible for the growth and development of the individual employees, in this case the service men and women. In the human relation model, the top level managers promote teamwork, manages interpersonal conflicts and cohesiveness. This report proposes an integration of the human relation model and the internal process model and the open system model. The internal process model involves a role of supervision from the management who check on the performance and handling of the technical parts.

The stakeholders represent the parties or people in a business or institutional setting that have particular interests with an organization. Internal stakeholders are individuals already committed to responsibilities in a business in the capacity of board members, volunteers, staff and donors. On the other hand, external stakeholders are the individuals who are impacted by work as constituents or clients, partners, the community and other interests like the government.

Communication is among the most important elements of a firm’s success (Dolle, 2012). Communication is essential in passing over and inculcating common objectives. Failure to pass on clear purposes will result in calamities for a firm. At Barclays, clear communication plays a major role in satisfying customer needs and demands to offer all the information required to make a decision. Among the stakeholders, communication is vital since it connects information, thoughts, opinions, ideas and plans (Wren & Dulewicz, 2005). For the internal stakeholders, Barclays group PLC has a clear communication culture that promotes openness and enhances teamwork. Communication amongst the external stakeholders is easy (Mahal, 2009). It involves offering annual reports for the performance f the company and following up with monthly reports and consequent financial statements.

For any organization to succeed, the ability to communicate plays a vital role (Mahal, 2009). To harness any form of advantage within the working of a firm, it is essential for a firm to communicate efficiently. Good communication strategies allow better control and monitoring structures that help to address differences in values, belief, language and customs. A new strategy will involve all members of the organization in communication. This primarily includes members of the stakeholder’s team that are inactive in daily company operations. They include retirees and other dormant members. An open door policy will be the best way to communicate in order for the firm to have an open climate that allows junior members to participate in discussion of ideas and perceptions on a number of issues (Dolle, 2012).