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Management Challenge


An organizational/ national culture of a company largely impacts employees as well as the performance of a business (Ybema, Yanow and Sabelis, 2011 pg. 5-8). In the case of Chatroux, the company culture introduced by Dr. Barfuss permeates in all the aspects of the business. The manner in which the employees work with one another and how they behave in the workplace is an indication of the company culture introduced by Dr. Barfuss. The key characteristics of company culture at Chatroux that Dr. Barfuss should have taken into account when proposing and introducing changes are employee leadership, an approach that is relational driven, openness, communication and collaboration, inclusion and diversity.

Building on Hall’s model on cultural dimension, Dr. Barfuss should have introduced a servant leadership approach that substantially characterizes the company culture. For this approach, supervisors, managers, and leaders exert support emphasis for subordinates to make sure that every individual grows in the company (Nardon & Steers 2006, pg. 4-5). This characteristic translates to a company culture of employee- first approach (Austen and Zacny, 2015 pg. 31). Dr. Barfuss failed to develop this characteristic on the company culture hence the reason why three employees left the company and why unhappiness was reported in Aznavour’s department. Developing this characteristic of company culture ensures employees are cared for and in turn will give their best in terms of production.

The model presented by Trompenaars and Hampden-Turner proposes an approach that is relationship driven (Nardon & Steers 2006, pg. 4-5). This company culture should underpin friendly and warm relationships. For example, at Chatroux, Dr. Barfuss does not exhibit friendly ties with his subordinates. This characteristic of the company culture spreads to the employees. Due to lack of emphasis on relationship, Chatroux, Jean Le Mesurier had to resign and move to another company that was paying less than Chatroux.

Encourage communication and collaboration according to Geert Hofstede’s dimension of national culture. Clear and effective communication helps to everyone in the company to fulfill procedures. In addition, it enables them to work as a team to make the fulfillment of production process effective and efficient (McSweeney 2002, pg. 89-101). Although Dr. Barfuss conducts many frequent meetings, they never come to a decision, with the implication that collaboration is compromised.

Another main characteristic that should have construed the company culture is openness. Openness is effective as it drives away the fear of speaking up to their superiors. Openness can be initiated through the introduction of open forums to motivate employees to raise their queries and as well communicate with their seniors (Austen and Zacny, 2015, pg. 21-26). For instance, Jean Le Mesurier was afraid of facing Dr. Barfuss when he was not able to develop ideas he was asked but to quit the company.

Based on Kluckholm and strodtbeck model of cultural dimension, establishing inclusion and diversity is characteristic to be considered. It is paramount to develop an anti- discrimination policy so that it can shape the culture of the company (Nardon & Steers 2006, pg. 4-11). Via this characteristic, Chatroux will be able to facilitate sharing as well as rapport with the employees in addition to innovation on the basis of different ideas.


Austen, A. and Zacny, B. 2015. The role of Public Service Motivation and Organizational Culture for Organizational Commitment. Management, 19(2), pp.21-34

McSweeney, B., 2002. Hofstede’s model of national cultural differences and their consequences: A triumph of faith-a failure of analysis. Human relations, 55(1), pp.89-118.

Nardon, L. and Steers, R.M., 2006. Navigating the culture theory jungle: Divergence and convergence in models of national culture. Vlerick Leuven Gent Management School, the Autonomous Management School of Ghent University and Katholieke Universiteit Leuven: Vlerick Leuven Gent Working Paper Series, 38.

Ybema, S., Yanow, D. and Sabelis, I. 2011. Organizational culture. 1st ed. Cheltenham, UK: Edward Elgar Pub.