Phones Galore Ltd Business Case Study

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The Culture of Phones Galore Ltd

Phones Galore Ltd has adopted a very autocratic style of leadership and has not been accustomed to the modern ways of running a private limited company.

The current Managing Director of Phones Galore believes that the company is "one happy family".

Contrary to this statement, the staff turnover is very high and the employees believe that the business is run very autocratically.

There are five main branches within the company:

* Production

* Engineering

* Accounts and Purchasing

* Quality

* Administration

Arthur Dawley is the Managing Director and Head of Sales. However, currently Arthur has asked his nephew to take the role as Head of Sales. This is the first sign that the company's environment is in disorder.

The Production and Quality managers have put forward ideas for improvements but have been ignored. Arthur from what the Production and Quality managers have said, only listens and consults to Walter the Accounts and purchasing manager. Arthur is believed to be autocratic but fair simultaneously. Walter was appointed Production manager when Phones Galore became and Private Limited Company.

The involvement of staff is very limited as only Walter has an active part. The Managing Director does not involve staff when asking for improvements his methods are of a recluse. Currently he wants to improve the quality of the products but the Quality manager has not been consulted!

The employees have a limited understanding of what is taking place in their environment. Whether it being an advance or a step back. Mel, an employee of Phones galore has a view that the MD requires the workers to collect their pay and go to home. This statement can be justified as staff turnover is very high and Mel herself is looking for another occupation.

Due to the staff not taking active roles in their jobs, satisfaction of working there cannot be achieved, as the staff turnover justifies.

Training and appraisal schemes are not offered and the factory floor has not been visited, this suggests another reason why staff turnover is high. If the managing director does not pay close attention to his production floor, then how can he improve situations relating to quality improvements?

Culture of a Business

Achieving business objectives

The management of business sets objectives such as customer care, quality and environment responsibility to satisfy any stakeholder. However, it will be pointless if the workforce is not dedicated to the achievement of these objectives.

Let us say for example, you arrive at a shop with poor conditions and a poor working environment, the business is failing to achieve its objectives because of the wrong type attitude. The business lacks a motivational culture. Known as corporate culture.
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Corporate Culture

This can be defined as:

"The attitudes, values and beliefs that are shared by the people in a business"

If a business is to do well in its objectives, it is vital that all internal stakeholders share a belief in those objectives.

It is up to the firm to promote a common 'initiative' involving:

* The business objectives

* A common code of behaviour for the employees

Types of Cultures

There are many factors, which influence how the culture of a firm might develop.

Some businesses will ...

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