Reference no: EM132216185

Question: What can you determine about the corporate culture from the fact that they waited this long to consider the development of an EPM system?

According to Quinn, R. E. and Cameron K. S. (1999), there are four types of organizational culture: Clan oriented culture, Adhocracy Oriented culture, Market oriented culture and Hierarchy oriented culture. It is very evident that this organization has a top-down approach. Based on Quinn and Cameron's study this is more related to a hierarchy oriented culture. In many ways hierarchy oriented culture can lead to efficiency and stability. In additional hierarchy oriented culture are also well structured and controlled however, in this case it seems like manager are misusing their position to keep them safe and unable to think bigger picture.

As Peter Drucker, mentioned "Culture eats strategy for breakfast", which demonstrates how important culture is within an organization. Before making any changes one needs to understand the core values and principles of the organization. As the case study mentioned that people are afraid to lose their jobs and thereby have not done anything to move towards Project Management. This itself seems like people within the organization are individualistic and think short term goals and lack strategic and long term thinking. Implementing a methodology will lead to lack of power and control on what they have today.

The executive staff had known how important it is to have a proper methodology in place in order to be more competitive in the market thus did not bother to execute with the plan.

Having a great corporate culture is very crucial for success. As Coleman (2013) mentions there are six components of a great corporate culture; Vision, Values, Practices, People, Narrative and Place. Coleman, also points out that there are several other that plays in having a great corporate culture, thus Vision, values, practice, people, narrative and place are the six essential components that a organization must have in order to move towards a great corporate culture.

Reference: Coleman, J. (2013) Organizational Culture; Six components of a great corporate culture, Harvard Business Review.

Quinn, R. E. and Cameron K. S. (1999), Diagnosing and changing organizational culture, based on competing values framework. Upper saddle river, NJ: Prentice hall series in organizational development.