Orange PLC Company is one of the most profitable international companies in the global business arena. The company has its headquarters in New York. The New York branch has 250 employees in the three departments of production, marketing, and human resource management.
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In order to survive and control a sizable share of the global PC industry, Orange PLC Company has endeavored to remain competitive through its unique organizational culture. Thus, this reflective treatise attempts to explicitly review the organizational culture of the Orange PLC Company.
Orange PLC’s Organization Culture
Organizational culture is a manner in which people in a company operate on daily activities unconsciously and consciously. Through creation of a unique organizational culture, the Orange PLC institution has been able to offer supports programs within its workforce to accomplish the strategic objectives of business sustainability.
The physical structure of the Orange PLC’s organization culture promotes positive relationships between favorable and effective job performance within a friendly work environment as attributes of motivation and congenial conditions.
The structure encourages security, comfort, safety, and prevailing physical convenience (Baack, 2009). Measuring factors such as interpersonal relations, working conditions, support and trust, welfare provisions, and work environment have greatly contributed to the organizational effectiveness as well as employees’ behaviors at the Orange PLC.
The Orange PLC Company has identified that the key driver of productivity is employees’ morale. Through the motivational strategies, the employees are very productive, creative and more interested in their work commitments. The satisfied workers are eager to create positive results in their work. This element has been embedded in the company’s unity of purpose symbol designed to create the culture of efficiency and support among the employees. The employees are very proactive and approachable (Baack, 2009).
With the need to establish a proactive organizational culture, the Orange PLC Company has developed a discursive approach in explaining and exploring shared and coordinated actions on roles and channels through which organizational framework functions in the exchange of information.
This is of great essence towards understanding its organizational communication. Employees are also allowed to contribute their viewpoints regarding the daily management and operations of the organization. In order for the productivity quotient to become an effective tool, the company has made sure that workers and the management team understand the collective responsibility perspective of the institution (Flamholtz and Randle, 2011).
The company has three building blocks of learning, a supportive learning environment, concrete learning process, and practice leadership, which reinforce innovation. The managers play a significant role in setting up the learning environment for the employees. This culture has created an ideal climate for innovation and communication among the employees. This culture is meant to create an ideal climate for innovation and communication in line of duty.
The company’s team work culture spells the rules of engagement, expected behavior, and repercussions for misconduct. These rules appreciate diversity and uphold integrity in judgment as enshrined in the company’s vision and mission statement. In the process, diversity is viewed as a positive identity within the organization (Ferrell, Fraedrich, & Ferrell, 2011).
The Orange PLC Company’s organizational culture is very friendly, dynamic, and proactive. The employees are motivated and made to feel part of this structure. As a result, they always strive to give their best towards the organization and uphold the existing culture.
Baack, D. (2009). Organizational behavior (2nd ed.). Texas, TX: Pearson Prentice Hall.
Ferrell, O., Fraedrich, J., & Ferrell, L. (2011). Business ethics: ethical decision making and cases (9th ed.). New York, NY: Cangage Learning.
Flamholtz, E., & Randle, Y. (2011). Corporate culture: the ultimate strategic asset. Stanford, UK: Stanford business Books.