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Case Study Unit




A.Classify the typeof culture for each organization. Use two specific examples from thescenario to support each classification. List the expected outcomesfor each organization based on its culture.

Organizations develop their unique ways of doing things that aresustained by work processes and the human element and evident throughshared assumptions, values, and beliefs. Culture is manifested inobservable and consistent patterns of behavior that can include howemployees dress, communicate, report to work, carry out theirresponsibilities, etc. Ideally, culture is critical to the existenceand performance of organizations as it is also intricately related toother systems such as compensation systems and structure. Again,there is a strong mutual relationship between organizationalstructure and culture where each heavily influences the other. Inmost cases, a corporate structure will change how culture is set up.Organizational structures also determine how interrelated groupswithin a given company are linked to work smoothly and achieve setobjectives.

Therefore, it is evident that organizational structure and cultureare intertwined. While the structure can be easily illustratedgraphically regarding the flow of authority, the issue of culturecannot be comprehensively represented. In fact, the abstract natureof culture makes it hard to define and even pinpoint, but it is oftenexpressed as how “we do things” (Watkins 2013). Ideally, anorganizational structure is designed to facilitate effectivecommunication, the flow of authority and promote operationalcoordination among various departments. Thus, it is clear that thecurrent case of Endothon acquiring Techfite presents new challengesin synchronizing two different cultures and structures. Endothon iscustomer-focused while Techfite is employee focused.

There are various schemes of classifying organizational cultures andstructures. The most basic systems identify four categories whileothers identify more than four. Charles Handy’s (1999) model oforganizational culture identifies four categories namely: power,role, person, and task (Watkins 2013). In this case, Endothon wouldappear to use a task culture. According to Handy, this type ofculture is characterized by an emphasis on getting the job done. Asan organization that is primarily guided by the meeting client needs,then it emerges that the firm is more interested in getting the jobdone. In such organizations, result-oriented teams are standard wherework takes precedence over individual objectives. Influence is basedon power as granted by the organizational structure. A clear line ofauthority is also needed, which makes such organizations rigid. Onthe contrary, Techfite has a person culture that emphasizes thecapabilities of individual employees. In this kind of structure, theline of authority may be unclear, and the expertise of employees ishighly recognized. Such firms are also flexible just like Techfite.

Goffee and Johns (cited Watkins 2013) classification also identifiesfour types of cultures namely: communal culture networked culturemercenary culture, and fragmented culture. Endothon would befollowing a mercenary culture based on the fact that the firm iscustomer-focused. In such an organization, all employees are focusedon meeting set targets and getting the job done. As for Techfite, theobservable culture matches with a networked culture. In such aculture, employees operate as friends and family members. Theymaintain close contact and seek to inspire and empower one another toachieve greater things in life. Such relationships correspond withTechfite’s employee-focused strategy. Organizationl goals comesecond, and employees are expected to fulfill them as a way ofshowing commitment to the firm.

B. Recommend anorganizational change model and how to apply it in aligningTechfite’s culture with Endothon’s culture.

ADKAR model

Prosci founder Jeff Hiatt developed the ADKAR model. The modelfocuses on the five outcomes of change that individuals must achieveto be successful in the change process. The model is an acronym forawareness, desire, knowledge, ability and reinforcement. The modelfocuses on change at an individual level and is best suited for acultural transition program like the one that Endothon is likely toput in place to adapt Techlite employees into a new customer-focusedculture. The first step in the model is to create awareness on theneed to change. This is based on the assumption that the naturalreaction to change is resistance. Thus, generating awareness amongemployees is paramount. The second step is creating the desire withinemployees to succeed and support the change process. The third stepis gathering knowledge about the entire process of change. The fourthstep is empowering employees to learn new skills and managingbehavior. In some cases, this might involve training to equipemployees with new skills. This will teach them about the new line oforganizational command structure. The fifth and the last step isreinforcing the new behavior. This means that change is enforcedthrough reward programs to make the new behavior the norm.

C. Recommend thetype of organizational structure that you feel would be mostappropriate for this change and justify your recommendation bydiscussing the kind of behavior the structure will reinforce orencourage in Techfite.

A networked organizational structure will best suit the new entity.This new structure will strive to minimize the hierarchal structureand coordinate control relationships. As a space agency firm that ishighly dependent on innovation, creativity must be nurtured. Ahierarchal structure is likely to stifle creativity and a networkingcultured based on flatter structures will be better placed inempowering employees to be creative and even share both implicit andexplicit knowledge.

D. Anticipate anddiscuss a reason that Techfite employees might resist this culturalchange.

Technfite employees are likely to resist the cultural change afterlosing the attention of the management. Ideally, the employees arelikely to resist set targets and control structures. Technfite hascreated an employee-focused structure that empowers them to becreative and is flexible enough to cater to their individual needs.Working in Endothon will mean that employees will be exposed to newlevels of control and authority. They will be expected to meet settargets.

E. Recommend how toovercome this resistance to change, and justify why you think yourrecommendation will be effective.

The best to way address the issue is by preparing the employees for achange psychologically. This will entail setting teams comprising amix of Technfite and Endothon employees to induct them into the newway of doing things. Ideally, this approach will allow the coalescingof cultures by creating social environments that will enhance sharingof information and tacit knowledge. By enabling other employees tointeract with the new employees from Techfite and learn from thestaff as opposed to receiving such instructions from changemanagement team. At the same, I would recommend those employees whomay feel that they cannot fit within the new culture and structure toleave. Consequently, only employees who believe in Endothon and itsway of doing things will be left behind.


ADKAR. (2016). Retrieved fromhttps://www.prosci.com/adkar/adkar-model

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Kanter, L. (2012).Ten reasons people resist change. Retrieved from


Watkins, M. (2013).What is organizational culture? And why should we care? Retrieved