Slick Oil Pty Ltd is an Australian based company that manufactures oil and lubricant products which provide specialized manufacturing solutions for specific heavy industries. The company was founded in Blacktown, New South Wales, in 1980s and later merged with a multinational company. The company comprises of three major units: management, sales and aftersales service, and manufacturing (Sheridan, 2016). This merger has given a good opportunity to the company to expand internationally and utilise the benefits of globalisation. The company faced numerous challenges related to managing organisational cultures, management power and politics, managing knowledge and learning, and managing globalisation (Clegg et al. 2011). This essay draws inferences
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The culture reflects how the organisation represents itself to the outsiders and insiders (Clegg et al. 2011). The issues between different functional and cultural groups of Slick Oil can be studied keeping in mind the organisational culture and its aspects (Clegg et al. 2011: Sheridan 2016). According to Schein, ‘Culture implies structural stability and patterning and integration’ (Schein, 2010). As per the General manger, the workers in the factory seemed to be lethargic as compared to the other culture of Chinese employees. The engineers seem to be having a communication barrier as they belonged from different national cultures (Sheridan, 2016). The company was culturally diverse employing several nationalities. The Hofstede’s dimensions of culture can be used as a tool to recognise the differences among them and deal with them accordingly. According to Hofstede, first dimension is the level of inequality that people consider as normal. It varies from smaller power distance (low difference) to larger power distance (high difference). There was smaller power distance seen amongst the groups of workers, management, or engineers but when we compare them with each other they have larger power distance. The second dimension is Individualism which is the extent the people in the population …show more content…
For instance, the engineers had the responsibility to oversee and maintain the quality of goods, but did not have the authority to take actions if the quality was not maintained as per the standards (Sheridan, 2016). According to Henri Fayol, there should be a proper balance between the authority and responsibility of the employees (Rodrigues, 2001). If the engineers are given the proper authority, they will be able to take actions against the workers and the supervisor. With their minds only on the bonus and the pay, the workers were getting a higher pay when they produced more and disregarded the quality requirements of the company (Sheridan, 2016). There needs to be subordination of individual interests in an organisation. The goals of organisation must be given greater priority by the employees than their personal goals (Rodrigues, 2001). If the workers instead of being greedy worked for the organisations’ goals, the quality of the product will automatically be maintained. Equity between employees is a very important aspect in an organisation (Rodrigues, 2001). Opinion of one group should not be neglected by the other including the higher authority. Slick Oil failed to maintain equity as the opinions of the engineers were neglected and the floor workers were supported by the management even though they were working to fill their own pockets and
The culture reflects how the organisation represents itself to the outsiders and insiders (Clegg et al. 2011). The issues between different functional and cultural groups of Slick Oil can be studied keeping in mind the organisational culture and its aspects (Clegg et al. 2011: Sheridan 2016). According to Schein, ‘Culture implies structural stability and patterning and integration’ (Schein, 2010). As per the General manger, the workers in the factory seemed to be lethargic as compared to the other culture of Chinese employees. The engineers seem to be having a communication barrier as they belonged from different national cultures (Sheridan, 2016). The company was culturally diverse employing several nationalities. The Hofstede’s dimensions of culture can be used as a tool to recognise the differences among them and deal with them accordingly. According to Hofstede, first dimension is the level of inequality that people consider as normal. It varies from smaller power distance (low difference) to larger power distance (high difference). There was smaller power distance seen amongst the groups of workers, management, or engineers but when we compare them with each other they have larger power distance. The second dimension is Individualism which is the extent the people in the population …show more content…
For instance, the engineers had the responsibility to oversee and maintain the quality of goods, but did not have the authority to take actions if the quality was not maintained as per the standards (Sheridan, 2016). According to Henri Fayol, there should be a proper balance between the authority and responsibility of the employees (Rodrigues, 2001). If the engineers are given the proper authority, they will be able to take actions against the workers and the supervisor. With their minds only on the bonus and the pay, the workers were getting a higher pay when they produced more and disregarded the quality requirements of the company (Sheridan, 2016). There needs to be subordination of individual interests in an organisation. The goals of organisation must be given greater priority by the employees than their personal goals (Rodrigues, 2001). If the workers instead of being greedy worked for the organisations’ goals, the quality of the product will automatically be maintained. Equity between employees is a very important aspect in an organisation (Rodrigues, 2001). Opinion of one group should not be neglected by the other including the higher authority. Slick Oil failed to maintain equity as the opinions of the engineers were neglected and the floor workers were supported by the management even though they were working to fill their own pockets and