(Solution) CIPD 7OS05 Workplace Cultures Varying Globally
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2.2 Workplace Cultures Varying Globally
Globally, workplace cultures vary globally in areas of maintaining, renewal and shaping organisations viability. According to Cheng and Groysberg (2020) with global teams offering cost savings and assisting organisations in accessing talents from around the world. Cultural differences and divergent expectations in workplace norms are a foundation of friction. The authors identified the workplace cultures varying nature as being characterised by individuals responses to change (flexibility versus stability) and people interactions (independence vs interdependence). In a different context, Nasaireh et al. (2019) adopted the Handy Model of Organisational Culture and identified workplace cultures as either including power, task, person and role cultures. For instance, in nations with a power culture, less people are involved in decision making particularly the leaders and business owners. This is with task culture inclusive of individuals working collaboratively as teams in making decisions with person culture possessing less structure and management with people primarily focusing on their individual careers as opposed to broader organisation needs. The role culture are manifested in organisations through what Personnel Today (2023) identify as staff being allocated with functions in line with skills possessed, qualification level, interest and specialisms. Hence, from the reviewed literature, it can be noted that culture is a critical tool/lever used to maintain, renew and shape organisation viability. As a best practice, Eriksson and Hägg (2016) recommended on the ned for organisations to treat all people in organisations with high respect and integrity, developing strong organisation culture with elaborate norms and values and recruitment of individuals linked with organisational values. This is while increasing their familiarisation of varying cultural differences when the cultures differ from the different countries.
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- In conclusion, the findings in this report indicate that Woolworths is currently using Ariba and SAP systems. This study covers the annual spend of Woolworths, the portfolio of Woolworths, their Category and Risk Management.
- Based on the study, Woolworths have to reduce their annual costs, and this may be supported by automation of as many processes as possible and this will also improve their efficiency and effectiveness levels.
- Woolworths also has made significant efforts in categorising its products and managing supply and other risks by having a wide pool of suppliers.
- Further, the introduction of online shopping has greatly boosted their market reach and their competitiveness.
- Woolworths also has to consider grouping all its purchases into categories. This will greatly ease the amounts spent on buying individual items since bulk purchases allow for great discounts due to the economies of scale.
- Further, category management will ensure that the entire supply chain is managed effectively and efficiently with minimal instances of supply chain disruptions.
- Woolworths also must prioritise its stakeholders and acknowledge the role that each stakeholder plays and how this contributes significantly to the overall growth of the firm.
- Stakeholders have to be informed and involved when major decisions are to be made as this will enrich the strategies, contributions and suggestions brought forward.
- Stakeholder analysis is also key to maintain the stakeholder relations which improves not only the reputation of Woolworths but also the market share of Woolworths. This gives them a niche in their market.