(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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(Solution) CIPS FIDIC Contracts Advanced Practitioner Corporate Award (APCE)
- In this report, an evaluation of a contract by Oracle which is FIDIC guiding their construction projects in more than 67 countries globally has been carried out.
- It is evident from the analysis that there are varying contractual terms having an influence on the power and risk distribution between a supplier and an organisation.
- The rationale of this is that a contract is a legally enforceable agreement between different parties with specific acts or practices to be put into account.
- The core report areas of focus of focus has included the issues of price, quality, construction projects delivery timeline and health and safety have been put into account on the extent in which the risk and power are distributed between the contractor and the organisations.
- In the components identified, it is evident that irrespective of whether the buyer or supplier executes the risk or power.
- Through the application of different tools such as Mendelow stakeholders matrix, SWOT analysis and others, distinct issues and risks characterised by various challenges in the construction projects execution with their mitigation approaches and risks have been evidenced.
- As evidenced from the Kraljic analysis, it is evident that contractual terms have a strategic relevance in the context of Oracle informing on their holistic leveraging on the risks and powers of the contract.
- In situations where Oracle fails in leveraging on contract holistic risks power balance, warrant and also insurance cover is used.