Evaluation of Organizational Culture of Greenwich Leisure

Question

Task: Prepare a well-researched report evaluating the organizational culture of Greenwich Leisure in detail.

Answer

1. Introduction
Organizational culture is one of the most essential components for the success and profitability of an organization. This study focuses on organizational culture and evaluates how the organization Greenwich Leisure ensures organizational culture in its workplace.

2. Organizational Culture
A successful organization should provide a society which is constructed arounda set of common principles. When an organization’s culture is good, three things could occur: Employees can be conscious about how senior leadership wants them to act; they believe the expected response has to be right, and also they are informed that respecting the organization's values would be rewarded (Mannion and Davies, 2018).The culture in Greenwich Leisure, being a charitable organization has four pillars. These four pillars are considered to be better service, better people, better communities and better business (Gll.org, 2021). They believe that their employees should be passionate and active towards the social cause they are serving. They encourage the employees to undertake their work not as just a means of employment but with empathy. The organization ensures that the employees are result oriented and continuously driven to perform better. They are encouraged to improve continuously and to have a can-do attitude. They emphasize on communication as well.

Edgar Schein’s 3 levels of culture theory
Artifacts
Actual relics can be utilized in furnishings and compositional plans, actual room and its dissemination, working environment development, lighting, and furthermore tokens and grants given out on uncommon occasions. In methods of discourse, stages and styles of voice, expressions, and exceptional expressions, language uncovers society. What sorts of individuals or activities are called brave, how those kinds of conditions can be dealt with, what should not be refined, what happens in this organization on the off chance that one activity in a specific way, etc are among the narratives and misguided judgments circled among the specialists (Roscoe et al. 2019). The accounts of what happens in the organization if a high-positioning representative oversteps a law, what happens if the association needs to choose among income and workers, and what happens in the event that they make a blunder are especially convincing. These stories might be from a run of the mill day of work, significant episodes, or the association's previous achievement.

Values
Qualities are at more profound conditions of mindfulness than basic presumptions, and they address the individuals' normal view about "how everything should be." When individuals say "assessment," they recommend that specific members can or may not carry on as per their convictions. The standards help agents of the organization in arranging circumstances and conduct as hurtful or attractive. The examiner may simply see that the standards don't shape a pattern, are conflicting, or are out of sync with recognizable conduct (Erthal and Marques, 2018).The values of the organisation reflect in their culture as they are community driven. Their purpose is to serve the community and improve the health and wellbeing of local communities.

Assumptions
An assumption is a kind of conviction that is acknowledged as obvious and in this way is rarely addressed. A bunch of straightforward presumptions rises out of delegates of a social local area and structures the establishment of any current destinations. Presumptions on what comprises "certainty" in physical just as social issues, why reality and truth are set up, and when proof is revealed or discovered Assumptions in regards to the worth of time locally, too as how time can be deciphered and determined. Suppositions on how a room can be possessed and shared, the theoretical feeling of room around individuals, the significance of room in shaping relational collaborations and the lines among warmth and protection (Curry et al. 2018).

3. Explore how culture improves organizational effectiveness with a focus on communication
In recent years, scholars have discovered that tradition should not function alone in shaping organizational contact. External value systems regarding communicating, in addition to tradition, influence what individuals want to say as well as what they want not to say. Internal values are developed outside of the office, but people carry them to work and use them to guide their actions. As a result, focusing on society alone, while looking at individual values, will be an inadequate interpretation of what drives the choice to interact or withdraw in the workforce. Learning what is acceptable to share and what must be kept secret is part of the acclimatization phase to a new workplace. In essence, they proposed that employees should become familiar with the company's ethos and change their contact style accordingly (Kra?nickaet al. 2018).

7cs of communication
The 7cs of communication is considered to be the following:

• Correct
• Concise
• Clear
• Concrete
• Coherent
• Complete
• Courteous (Cropley and Cropley, 2017)

For the organization, it is necessary that they establish effective communication as they are a charitable organization catering to the community. It has been evidenced that serving a community brings up own communication challenges as the points of conversation can often be sensitive in nature (Connolly et al. 2017). In their official website, the organization mentions that one of the major strengths of their employees is that they are great communicators. Thus, it can be said that their company culture reflects their ease with communication so that the flow of decision making is fluent and they can reach the solution of problem in a more efficient manner.

4. Evaluate the role of culture on employee motivation
The Hierarchy of Needs, developed by Abraham Maslow, reveals what people need and want in order to live a happy existence. Work and job play an important part in assisting individuals in meeting their fundamental needs. If the objective of an organization isn't to support each member of the group achieve self-actualization, a manager with a workplace atmosphere that hinders progress against that goal risks losing top performers. The company has probably met some, if not many, of their livelihood needs as long as they are enabling people to live (Carvalhoet al. 2019). People who are trapped in survival mode, on the other hand, will still be looking for something greater. For various groups of jobs, "survival requires" may imply different things. Though higher salaries aren't often associated with higher retention, equal salaries do make a significant difference. People like feeling valued and having a part to perform in their communities. People who feel important are often more invested in a company's strategy and purpose. Including the following forms of services that help employees develop their skills and realize their value to the organization. Most people want to be the strongest versions of them, and their professional achievements will help them achieve that goal (Oriadeet al. 2021). In terms of the chosen organization, it can be said that they have been able to reach the point of self actualization as they mention their employees possess a go getter attitude and they are continuously self evolving. This implies that their basic needs have been met by the organisation and thus they are being able to serve the community more on top of realizing their professional goals.

5. Evaluate how the company could use the culture of the organization to further enhance its success
Values communication
Pioneers should not just express the standards, just as the normal activities that accompany every guideline. This makes it simpler for laborers to acknowledge what is expected of them, which wipes out disarray and implies that everyone is in total agreement about how things can be cultivated while working. The best path for a chief to share standards is for the person in question to lead by occurrence. Qualities apply to all in the organization, not just cutting edge staff. Forefront laborers probably saw their managers satisfy their standards consistently for them to have importance (Martínez-Caro et al. 2020).

Procedure for selection
Supervisors are frequently in a hurry to fill a vacancy and fail to ask the correct concerns to guarantee the highest candidate. When it comes to hiring employees, companies generally prioritise experience, but if clients would like the appropriate people, someone that will collaborate well together and achieve success, the individual must align with the business's values and organizational culture (Mannion and Davies, 2018).

Getting Started
To make sure employees feel committed to the work, their staff, and the organization, it is important that they are headed in the right direction at this period. This can be accomplished by setting the correct goals from the beginning; ensuring staff feel comfortable from the outset, implementing a structured and meaningful training schedule, and checking new recruits for understanding and skill to guarantee they seem to be on the correct course (Roscoe et al. 2019).

Employee empowerment
Pioneers should furnish staff with the important information, assets, and help, just as the position and impact to decide. Pioneers should establish the vibe, incorporate what laborers need to dominate, and afterward venture back and let their subordinates take care of their job without controlling each viewpoint. It is basic to rouse staff and encourage a culture of certainty (Erthal and Marques, 2018).

6. Conclusion
Organizational culture is one of the most important factors in determining a company's success and profitability. This research reflects on organizational culture and assesses how Greenwich Leisure ensures organizational culture in the workplace.?

References
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Cropley, D. and Cropley, A., 2017. Innovation capacity, organisational culture and gender.European Journal of Innovation Management.

Curry, L.A., Brault, M.A., Linnander, E.L., McNatt, Z., Brewster, A.L., Cherlin, E., Flieger, S.P., Ting, H.H. and Bradley, E.H., 2018. Influencing organisational culture to improve hospital performance in care of patients with acute myocardial infarction: a mixed-methods intervention study.BMJ quality & safety, 27(3), pp.207-217.

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Gll.org (2021).Greenwich Leisure. Accessed on: 9 May 2021, Accessed from: https://www.gll.org/b2b/pages/vision-culture

Mannion, R. and Davies, H., 2018. Understanding organisational culture for healthcare quality improvement.Bmj, 363.

Martínez-Caro, E., Cegarra-Navarro, J.G. and Alfonso-Ruiz, F.J., 2020. Digital technologies and firm performance: The role of digital organisational culture. Technological Forecasting and Social Change, 154(C).

Oriade, A., Osinaike, A., Aduhene, K. and Wang, Y., 2021.
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Roscoe, S., Subramanian, N., Jabbour, C.J. and Chong, T., 2019. Green human resource management and the enablers of green organisational culture: Enhancing a firm's environmental performance for sustainable development. Business Strategy and the Environment, 28(5), pp.737-749.