Discussion
Dsicuss about the Organizational culture change in the organization.
The Sanitarium Health and Wellbeing Company is formed by the merging of the two companies Australian Health and Nutrition association Ltd and New Zealand Health and Nutrition association Ltd which are owned by the Seventh-day Adventist Church. The company was founded in Melbourne, Victoria in the year 1898 (Beech et al., 2017). The company has its factories in the countries of Australia and New Zealand. The company is a mass producer of breakfast cereals and other vegetarian products which are mainly derived directly from m the plants. The flagship product of the company is the “Weet-Bix”, a low calorie and sugar free biscuit, and is the most wanted product in the markets of both Australia and New Zealand. In 1900, the company made the first batch of granola, which is the first breakfast cereal of New Zealand, caramel cereals, and wholemeal bread (Tarabella & Voinea, 2013).
The term “organizational culture” was introduced for the first time by Dr. Elliot Jaques in one of his books “The changing Culture of a Factory” in the year 1951 (Alvesson & Sveingsson, 2015). The term “organizational culture” includes values, rules, regulations and the behaviour s that help to build the unique social and psychological environment of an organization. According to (Muscalu, 2014) the term organizational culture refers to the collective values, beliefs and principles followed by the members of the organization and is a product of the factors such as the history, product and market of the organization. It is the culture that is followed in any type of organizations such as schools, universities, government agencies and the like. In business organizations, certain terms such as corporate culture and company cultures are used to refer to the similar concepts.
According to Liao (2014), the organization Sanitarium, defines its culture as the shared values, norms and expectations which guides their employees in respect to the approach towards the work and the way they interact with each other. Guided by a representative offer that includes culture, authority, advancement and acknowledgement; the organization mainly focuses on driving a working environment culture that conveys the best outcomes to their clients through fulfilment of their staff. Living, learning and driving by the values are vital to the organization, who have worked towards building a culture of expert improvement by emphasizing training from the introductory stage. Formative open doors are conveyed through on the work preparation, off location preparing, workshops, retreats, eLearning, peer learning coaching, 360criticism and webinars. This suite of activities is predicted on interfacing workers to the Sanitarium mission and interfaces to an execution audit framework called “iGro” (Freed, 2015).
Organizational Culture
Johnson (2016) stated that the “change strategy” consists mainly of the three topics that bring about changes in a company or organization. These are the content of the organization, the individuals working in the organization and the process involved in the working. The content alludes to what in your organization has to change—strategy, structure, frameworks, innovation, trade forms, items, administrations or culture. The content depicts the “business solution” that is being planned and enforced, and is mostly considered by the authority (Hrebiniak, 2013). The change strategy of the individuals incorporates the enthusiastic responses of the individuals towards the change, how the people address to the changes, the behaviour and the culture that the company or the organization requires in the future. The strategy also includes participation of the individuals in the process of planning and executing and providing the guarantee of commitment and the capacity to change. The process component of change outlines a high-level guide to show the present positioning of the company or the organization to the position where the company has targeted to reach (Ghezzi, Cortimiglia & Frank, 2015). The process sets for the achievement of victory by moving through the plan of sound explanations, testing and planning and executing the solutions leading the way to the realization, attending to all the individuals and the cultural and social issues that might arise along the way.
The company “Sanitarium” has faced certain changes in the within the market and among the behaviours of the customers. The lifestyle and the tastes and the preferences changed during the period of time and the company introduced some new products keeping in mind the taste and other behaviours of the consumers (Pettigrew, 2013). In an interview in the year 2016, the general manager of the company, Todd Saunders stated that the company has been in operation for thru past hundred years and was about to face a rapid and a major change. This change brought about introduction of new products in the market, which the general manager terms as “snackification” (Slkack, 2015). The company introduced a variety of snacks items in the market. This was due the fact the people are preferring to carry out their meals that can be served more quickly rather than spending a little more time and sitting down to have their breakfast.
Prior to this, the company became famous as the beverage selling company rather than being a breakfast manufacturing and a cereal based company. The products “Up & Gro” and “So Good” were the leading and the most demanding products of the company. In spite of the fact that there were harsh and extreme pressure from the external factors on the company, Sanitarium remained stuck to the vision, mission and the values that the organization has been following from the beginning. The organization has also ensured that the shape and structure of it would be revised and changed according to the cultures and behaviour of its employees. The company was successful in manufacturing new products and in terms of building new culture. The later paid off to the organization in the way that there were very low rate of turnover, which was not more than one percent. This is the most positive indicator of the company since they have involved the right people for the right jobs (Hailey, 2013).
Organizational Culture of Sanitarium
The term “organizational learning” refers to the process by which the managers of the organizations in order to improve the employees of the organization. It is the inclination and capability of the managers to understand the functions of the organization or company and to manage the situations accordingly (Noruzy et al., 2013).
In the company on discussion, Sanitarium, whole the general manager, Todd Saunders was defining the mission and vision of the company, Peter Hartnett, who was the Head of People and Culture, took the responsibility of creating a culture that can be adapted by the people working in the organization. The culture was based on the simple and moral values of honesty and on the achievement of goals. The leadership skills of Hartnett succeeded in achievement of the goals in the year 2010 and a new culture was developed that reflected the traditional norms and values and these values came into practice in the organization (Yu et al., 2013). In the year 2011, the organization, Sanitarium, established a new performance of the “Culture Coach” across the whole business. The employees of the company were also trained so that they can gain more score on the bi-annual Cultural Surveys that was introduced by the organization the same year. The survey was conveyed with the help of two tools, The Organizational Cultural Inventory (OCI) and The Organizational Effectiveness Inventory (OEI). The surveys were conducted to assess the cultural values of the organization and to what degree it is followed by the employees of the organization management .
It is recommended that the organization Sanitarium should focus more on the health products as most of the people of today are more health conscious. The beverages that are produced have more concentration of sugar and substituting the same with other products like fructose can lead to more health problems of the people. The organization has focused more on the empowerment and security of the employees and should also continue to do the same. In spite of different difficult situations that the company has to face due to the pressure of the external factors, the leaders, the managers and specially the employees of the organization continued to maintain the sane culture, norms and values of the company.
The company looked after the requirements of its customers and introduced some quick breakfast products that are more ready to prepare and serve as compared to the traditional ones which took a longer time to prepare. This shows that the organization has the capability to adapt to the changes brought about by the lifestyle, taste and preferences of the customers. The leadership skills developed by the Head of People and Culture, Hartnett, helped in the establishment of the new culture which benefitted the employees of the organization management .
Conclusion
It is conclude that the organization Sanitarium is very adaptable to the changes brought within it. Cereal and the ready to eat breakfast products were the initial products of the company. Later on the company used to manufacture different kinds of beverages and instant consumable products such as snacks. The company maintained the traditional norms, and culture which was based on the most simple and moral laws of honesty and achievement of the desired goals. The culture of the organization led to the turnover to only one percent. The company on this regard stated that they had recruited the right people for the right jobs.
References
Alvesson, M., & Sveningsson, S. (2015). Changing organizational culture: Cultural change work in progress. Routledge.
Beech,N., MacIntosh, R., Krust, P., Kannan, S., & Dadich,A. (2017). Managing change: Enquiry and action (Australasian ed.), Cambridge, U.K: Cambridge University Press.
Freed, A. W. (2015). ARTHUR W. SPALDING: LEADERSHIP DURING CULTURAL UPHEAVAL. The Journal of Applied Christian Leadership, 9(1), 80.
Ghezzi, A., Cortimiglia, M. N., & Frank, A. G. (2015). Strategy and business model design in dynamic telecommunications industries: A study on Italian mobile network operators. Technological Forecasting and Social Change, 90, 346-354.
Hailey, J. (2013). Managing for change: leadership, strategy and management in Asian NGOs. Routledge.
Hrebiniak, L. G. (2013). Making strategy work: Leading effective execution and change. FT Press.
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Pettigrew, A. (2013). The Awakening Giant (Routledge Revivals): Continuity and Change in Imperial Chemical Industries. Routledge.
Slack, N. (2015). Operations strategy. John Wiley & Sons, Ltd.
Tarabella, A., & Voinea, L. (2013). Advantages and Limitations of the Front-Of-Package (Fop) Labelling Systems in Guiding the Consumers’ healthy Food Choice. Amfiteatru Economic, 15(33), 198.
Yu, W., Jacobs, M. A., Salisbury, W. D., & Enns, H. (2013). The effects of supply chain integration on customer satisfaction and financial performance: An organizational learning perspective. International Journal of Production Economics, 146(1), 346-358.
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