NMIMS Organization culture Solved assignments June 2025

Description

NMIMS Global Access
School for Continuing Education (NGA-SCE)
Course: Organisation Culture
Internal Assignment Applicable for April 2024 Examination
Assignment Marks: 30
Instructions:
 All Questions carry equal marks.
 All Questions are compulsory
 All answers to be explained in not more than 1000 words for question 1 and 2 and for question 3 in not more than 500 words for each subsection. Use relevant examples, illustrations as far as possible.
 All answers to be written individually. Discussion and group work is not advisable.
 Students are free to refer to any books/reference material/website/internet for attempting their assignments, but are not allowed to copy the matter as it is from the source of reference.
 Students should write the assignment in their own words. Copying of assignments from other students is not allowed
 Students should follow the following parameter for answering the assignment questions
1. Reflect on an organisation you are familiar with, whether through firsthand experience, academic case studies, or widely available information. In this organisation, are employee engagement, sense of ownership, and commitment to organizational goals notably strong? Could these positive traits be indicative of how property rights are organised to fortify the culture of the organization? (10 Marks)

2. Investigate how organizational ethics and the culture of an organisation interact with and influence each other. Could the integration of ethical principles and values within the organizational culture serve as catalysts to instil a sense of integrity, trust, and responsibility among employees? (10 Marks)
3. Zion Inc. is a successful technology company known for its innovative products and services. However, the organization has recently encountered challenges with declining employee performance and low workplace engagement (bottom quartile engagement score in the sector benchmarking exercise) . The leadership team recognizes the urgency to address these issues and takes the initiative to focus on reshaping the organizational culture and leadership practices.
The current culture at Zion Inc. revolves around a number driven sales pitch, high-pressure work environment that places significant emphasis on individual achievements rather than teamwork. This approach has led to a lack of collaboration and effective communication among different teams, resulting in inefficiencies and a sense of disconnection among employees.
To initiate the journey of cultural transformation, the leadership team introduces a series of strategic interventions. Primarily, they emphasize the significance of collaboration among employees. They form cross-functional teams that promote knowledge-sharing, problem-solving, and collective decision-making, with the aim of breaking down existing silos and fostering a culture of unity. Recognizing the importance of shared values, Zion Inc. reevaluates and refines its core principles. The leadership ensures that these values resonate with the employees and serve as guiding principles for decision-making and behaviour, fostering a keen sense of purpose and direction for the entire organization.
Furthermore, to enhance leadership effectiveness in driving cultural change, the leadership team undergoes training in transformational leadership. This training equips them with the necessary skills to inspire and empower employees, foster open communication, and create a positive and motivating work environment. To gather valuable insights from employees, Zion Inc. establishes various feedback mechanisms, including surveys, suggestion boxes, and open-door policies. These mechanisms encourage employees to share their ideas, concerns, and suggestions for improvement, empowering them to actively participate in shaping the organizational culture.
In addition, the company introduces a recognition and rewards program to celebrate employee achievements and contributions. This initiative is designed to boost employee morale, motivation, and overall job satisfaction, reinforcing a positive work culture. As a significant step towards enhancing the workplace environment, Zion Inc. embarks on a “Great Place to Work” certification journey. The company aims to attain this prestigious certification by implementing practices and policies that enhance workplace culture, employee satisfaction, and well-being. Through anonymous employee surveys and feedback, Zion Inc. assesses its strengths and areas for improvement, further contributing to the cultural transformation.
a. Zion Inc. aims to measure the effectiveness of its cultural interventions and the “Great Place to Work” certification on employee engagement and business performance. As the People & Culture Business Partner, suggest key performance indicators (KPIs) for leadership to assess the impact of these interventions in driving positive organizational outcomes.
(5 Marks)
b. Discuss the role of leadership in driving the cultural transformation at Zion Inc. How can effective leadership align the culture with the company’s values and inspire employees to embrace the new cultural norms, particularly in the context of the certification journey?
(5 Marks)
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