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PPD, Inc promotes its organizational culture to ensure the prosperity of its management. PPD, Inc is a CRO clinical research institution that deals with clinical research in the Pharmaceutical industry. Organizational culture affects the business venture of PPD Company as well as its employees. It is significant for PPD, Inc to understand its culture since organizational culture is the internal constitute (its character, beliefs, and values) of the institution. All these features affect the effectiveness and motivation of the PPD Company. It is essential for PPD, Inc to appropriately monitor its culture and create essential changes. The workers need to understand and assess their work culture. Equipped with this knowledge, employees are capable to enhance their work performance and become consistently part of their organizational culture. This paper aims to assess the organizational culture of the PPD, Inc through using the assessment test developed by the Debra Woog McGinty/Nicole moss.
Understanding the organization culture of the institution
After assessing the McGinty/Moss test, it is revealed that PPD Company possesses a stable or established culture. However, PPD Inc has a culture that is rigid although it is thorough. The organization makes certain that the institution and its workers are more developed through engaging in different training programs (Flamholtz and Randle, 2011). The institution has vital strategies to address business and organizational matters. However, the strengths of this institution may turn into weaknesses. For example, an organization that is too tough and rigid may in turn hurt and put off its employees. In this manner, the institution may hurt its management operations, therefore there is a need to adopt resourcefulness and flexibility.
Organizational culture is a manner in which people in the PPD Company operate both unconsciously and consciously on their daily activities. Through understanding the organizational culture, the institution can understand the culture that prevails, drives and supports essential programs to accomplish the strategic objectives of the PPD Company. The PPD Company understands that the key issue for running the business is to ensure that its workers are more productive and happy. The PPD Company believes that when its employees are more productive and satisfied with their job performance, their customers benefit a lot from the delightful workforce through efficient customer service and great productivity of the company.
Currently, the PPD Company strives to understand its organizational culture so that to attain its objectives and goals. It is learned from the experience that mismanaged and poorly developed organizational culture killed silently the corporate landscape. Ineffective culture sabotaged appropriate business strategies. Sylvia and Stanley (2008) opine that the company encourages its employees to raise their concerns regarding matters affecting the organization. Such issues raised by workers are enlightening and resourceful to the senior management. It is significant to know both the weaknesses and strengths of the organization to understand how to develop the company.
Monitoring productivity quotient of the organization
The PPD Company identified that the key driver of productivity is employees’ morale. It is revealed that engaged (involved) and productive workers are more likely to be creative and interested in their work commitments. Satisfied workers are more eager to create positive results in their work. Douglas (2000) presents that whenever financial and objective results do not yield desired impacts, it is important to measure the effectiveness of the company’s management. It is significant to evaluate whether workers are satisfied with their contribution to the organizational goals. The company also strives to ensure that the needs of its consumers, customers, and clients are satisfied effectively. The organization makes use of measurement opportunity to look at its internal affairs by monitoring its productivity quotient (PQ).
Employees are also allowed to contribute their viewpoints regarding the daily management and operation of the organization. For the productivity quotient to become an effective tool, it is appropriate to ensure that workers and the management team both understand the collective perspective of the institution. Workers are likely to be creative and honest when they are not mistreated. According to Robert (2008), when employees feel vulnerable, they tend to be stressful. It is important to allow employees to present and contribute their viewpoints anonymously. Workers feel comfortable when their responses remain anonymous. This is to ascertain that nothing they claim either negative or positive are returned to hurt or haunt them. A useful way to create this anonymous feedback is to develop free quick online service for performing anonymous surveys. Although this tool is not a completely effective assessment device, it helps to begin identifying major issues which are required to be addressed.
Once the drivers of the productivity level of the institution are understood, the management team and entire employees can start to enhance the management systems of the organization. The company’s productivity can be highly increased when effective communication is promoted within the institution. When employees understand the business strategy of the institution and the job responsibilities, the company’s productivity is likely to be improved. Preparing a favorable work environment is important to put into consideration in addition to improving morale and motivating the employees. When employees understand that their work commitments are great contributions to the desired organizational objectives, the company’s productivity will immensely improve.
Douglas, R. (2000). Does corporate culture contribute to performance? American international college journal of business, 4(1), 45-47.
Flamholtz, E., & Randle, Y. (2011). Corporate culture: the ultimate strategic asset. Stanford: Stanford business Books.
Robert, R. (2008). The strategic role of human resource management in developing a global corporate culture. International journal of management, 19(2), 4-9.
Sylvia, F., & Stanley, K. (2008). Creating competitive advantage through intangible assets: The direct and indirect effects of corporate culture and reputation. Advances in competitiveness research, 16(1-2), 34-38.