Organisational Performance and Culture Assignment Sample

Introduction To Organisational Performance and Culture in Practice

In the dynamic business arena, business unit is required to build effectual structure and culture for the accomplishment of predetermined goals or objectives. This research offers an extensive examination of current organisational dynamics, emphasising people practises and how they influence the achievement of business goals. It aims to investigate the complicated relationships that take place in the contemporary business climate between organisational behaviours, human resources tactics and the objectives of businesses. This study seeks to clarify the crucial role which excellent staff practises play in establishing an enjoyable workplace and driving company performance through investigating the particulars of the staff lifecycle, the complexities of managing changes, and the significance of staff happiness.

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Evaluating the advantages and disadvantages of different types of organisation structures.

The interrelated elements of organisational framework, tactics and the company's operating environment affect how organisations function, take choices and achieve the goals they set. The layout of an organisation determines the division of duties, distribution of assets, and the organisation of operations. It is important to the company's capacity to carry out its strategy and adapt to the ever-evolving business climate.

Functional structure

Professionals in this arrangement are separated due to their areas of expertise that might involve finances, operations, marketing, etc. (Bhuiyan, Baird and Munir, 2020). The company Procter & Gamble, for example, has traditionally structured its business activities pursuant to item divisions (e.g., beauty, medical care, household care).

Advantages: Numerous advantages may be gained through a structure that functions properly. Initially, it promotes employees to specialise, enabling them to develop into specialists in their own specific domains. In highly specialised areas like financial services, marketing or activities, specialisation often results in greater efficiency and better results. Furthermore, it provides workers clear paths to success within their respective areas of knowledge, promoting improvement in skills and career development.

Disadvantages: Functional components are able to have disadvantages as well. The potential of departmental silos developing is an important barrier. This silo mind set might render it tougher for divisions to work together and communicate efficiently. Therefore, may render it harder for the business to deal with issues which call for interconnected solutions.

Divisional structure

The departments are organised due to this structure related to goods, services or location (Cadden et al, 2020). A global corporation such as Coca-Cola, for instance, could consist of different divisions that handle different drink types or geographical regions.

Advantages: A divisional organisation, on the contrary hand, offers multiple benefits. The ability it has for focusing on specific markets, goods or geographic regions constitutes one of its primary benefits. As a result of this concentration, division are more capable to adjust their approaches to the specific demands of their regional or specialty market.

Disadvantages: The divisional system has problems in addition to its benefits. The potential duplicate of assets between divisions that may result in inefficiency and greater expenses is one major drawback. Furthermore, competition for funds or competing goals may emerge among groups, hindering the company's general cohesion.

Matrix structure

Dual report connections are established through the integration of divisional and function organisations with this structure. Employees are responsible to division or project leaders in alongside functional managers. A matrix structure is commonly employed by businesses such as Microsoft for work related projects.

Advantages: The advantages of division and function organisations are brought together in the matrix layout. Due of its versatility, assets can be used efficiently between initiatives and tasks. The organisational framework fosters better interdepartmental cooperation and expertise sharing through greater collaboration as well as communication.

Disadvantages: There are additionally disadvantages to the system's matrix structure besides. Due to the complexity and multiple report ties, conflicts and disagreements about authority among managers could occur. It may prove challenging and time-consuming to handle the structure of a matrix since it needs a great deal of communication and teamwork.

Analysing connections between organizational strategy, products, services and customers.

Organisational strategies are shaped by the business and external contexts

The corporate approaches of TechSolutions are greatly affected by external as well as internal variables. The business evaluates its innovative technology, exceptionally competent team, development and research independently. The organization's overall strategy is influenced by external factors like rivalry in the marketplace, advances in technology and changing tastes among consumers (Rahman, 2020). As an example, considering the increasing emphasis on digitization and working from home, TechSolutions can decide to match its approach with the increasing need for solutions that are cloud-based, security of data and personalised technology services. Further, referring the greater emphasis of customers on sustainability aspects firm is required to perform operations in a sustainable manner. Along with this, strategies need to be drafted and implemented by the firm referring IT laws & legislation introduced by UK authorities. Hence, considering this, it can be entailed that organizational strategy is highly impacted from internal and external aspects.

Organisational insights and performance: TechSolutions evaluates consumer tastes, market developments, and emerging technologies by using organisational insight. It obtains significant understanding into evolving consumer requirements via market studies, analytics of data, and feedback from consumers. These findings inform decisions regarding new goods creation or improvements to existing products that improves the efficiency of organisations.

Models of strategy formulation and implementation: TechSolutions utilises an assortment of models in the creation and implementation of its solutions. As an example, it could decide among cost control, differentiation, or a focus approach through the use of Porter's generic strategies (Bonanomi, et.al, 2020). For the purpose of being able to arrive at better-informed strategic choices, the company may evaluate external possibilities and threats in addition to its own advantages and disadvantages using a SWOT analysis. The balance scorecard technique enables the alignment of strategic goals across several divisions, thus ensuring consistent execution of across the organisation efforts.

Concept of vertical and horizontal integration of strategy: TechSolutions ensures that departments or operational plans and top-level company objectives are in line via vertical collaboration. The R&D the division, for instance, aligns its creative activities with the organization's aim of providing innovative technology products. For the purpose of to ensure unified communication, coordinated activities, and seamless creation of products, horizontal cohesion encourages collaboration among sectors like advertising, sales, and study and development.

Analysing external factors and trends impacting organisations to identify current organisational priorities.

TechSolutions utilises an assortment of models in the creation and implementation of its solutions. As an example, it could decide among cost control, differentiation, or a focus approach through the use of Porter's generic strategies. For the purpose of being able to arrive at better-informed strategic choices, the company may evaluate external possibilities and threats in addition to its own advantages and disadvantages using a SWOT analysis. The balance scorecard technique enables the alignment of strategic goals across several divisions, thus ensuring consistent execution of across the organisation efforts.

The market and competitive contexts of organization: TechSolutions assures that departmental or operational tactics and top-level company objectives are in line via vertical collaboration. Its research and development the division, for instance, coordinates its creative activities with the organization's aim of delivering innovative technology products. For the purpose of to guarantee unified communications, coordinated activities and smooth creation of products, horizontal cohesion encourages collaboration among sectors like advertising, sales, and study and development.

Principal demographic, social and technological trends: Organisational values are heavily impacted by changes in society, technological advances and demographics. For example, an ageing population may make it more important to offer services and products that address the requirements of those who are aged (Kabeyi, 2019). Similar to this, modifications to strategy towards online advertising or the integration of technology based on AI might be needed due to the rise of social networking sites or improvements in artificial intelligence.

Impact of technology, globalization and international factors: Aspects related to innovation and business processes are impacted by breakthroughs in technology. Using technology to boost productivity, digital change, or safety enhancements might constitute objectives. The globalization impacts objectives like global growth and supply chain optimization through the introduction of possibilities and difficulties like handling varied different cultures and emerging into novel markets.

Government policy and legal regulation, international bodies, including the European Union: Organizational objectives could be significantly affected by changes to regulations, rules or conformance requirements. Changes to environmental rules, for example, might lead to a change in focus towards sustainable programmers or require companies to adapt manufacturing processes to comply with novel standards imposed by international organizations including the European Union.

How factors/trends affect organizational priorities – impact of organization lifecycle: At various points of the organizational life cycle, the effect of outside influences and trends on organizational objectives increases (Ashok et al, 2021). For instance, a reputable company might value efficiency in operation or variety, while a new company may priorities rapid growth and penetration of the market. The various phases of the lifecycle are affected by external factors, which further offer direction for choices on the adoption of technology, hiring of employees, growing, reorganizing, and the creation of new products.

Assessing the scale of technology within organizations and it impacts work.

Scale of technology: Organisations use an extensive range of technologies and instruments, including electronic devices, software & hardware, which are customised to fulfil their particular needs. Managing these networks' integrity and updates is crucial to their profitability and effectiveness. Out-dated systems can be hazardous for safety and hinder manufacturing (Riyanto, Endri and Herlisha, 2021). While managerial duties might use technologies more rarely than other industries, like information technology (IT) departments or study sections, other spheres may rely thoroughly on it.

Massive expenditures in software licencing, internet infrastructure and new technology are a component of the company's technological advances budget. However, particular investments can turn out to be an inefficient use of funds, or "here today, gone tomorrow technological advancement," where temporary fads or trends lead to purchases that lost worth fast or fail to deliver the expected benefits.

Impact of technology: Technologies having had an enormous effect on many organisational tasks, products, and activities. Automation methods, for example, simplify the production procedures, enhancing productivity and reducing mistakes. Chat bots and artificial intelligence (AI) in support for consumers enable quicker reactions and improve service standards. On the opposite hand, an excessive reliance on technologies can end up in a decline in interpersonal interaction or a perceived abstraction during business dealings. Technology influences worker productivity in both advantageous and detrimental aspects. The 'always-on' component of technological advances may blur borders between professional and private lives, causing damage employee health and balance between work and personal life, even as robotics and technological advances increase performance. Technology has rendered remote employment possible, providing freedom but also poses problems when it pertains to placing work on pause. This may result in stress or an eroding of the boundaries among personal and professional lives.

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Theories and Models of organizational culture

Many theories offer understanding of common values, attitudes, and behaviours amongst colleagues so as to recognise the organisational climate. Edgar Schein's idea divides culture into three categories, which are professed principles (expressed ideas and methods), underlying presumptions (unconsciously, assumed views), and artefacts (visible characteristics like dress codes). Based on features that include independence of thought, individualism vs. collective thinking, male vs. feminine characteristics, avoiding uncertainty, and for a long time vs. short-term focus, Hofstede's concept regarding cultural characteristics reveals variations in civilizations between countries (Hofstede's Cultural Dimensions Theory, 2023). Four organisation cultures—power, position, task, and people cultures—are laid out in Charles Handy's approach, all one of which reflects a unique organisational working manner.

Autocratic, custodial, supportive and collegial models: These models examine the effects of different approaches to management on employee behaviour. Autocratic models are defined by central control, when decisions are taken by only one authority, leading to low a reason but compliance. The primary objective of custodian plans is to give employees stability in their finances and perks while promoting acceptance of incentives and limiting their right to autonomy (Griffin, Phillips and Gully, 2020). Supporting role models encourage compassion, cooperation, and open interaction, resulting in greater staff dedication and happiness. Collegial models put an enormous value on developing a climate of confidence, inventiveness, and accountability that is shared by viewing workers as collaborators in an environment of cooperation. In the contect of TechSolution, combination of power and role culture is followed. Consequently, focus is placed on delegating roles & responsibilities according to the specialization. Further, decision making authority is given to the senior personnel so that activities can be carried out effectually.

Concept of learning organizations: Constant development and versatility are the primary elements of Peter Senge's book Learning Organisations model. An atmosphere of inquiry, contemplation, and a shared objective is fostered by learning organisations like TechSolution. They put considerable importance on individual as well as collective learning, enabling businesses to come up with new ideas, adapt as needed, and thrive in constantly shifting marketplaces.

Management and leadership theory: Many theories about management and leadership emphasise different perspectives and how these influence the actions of workers. Some examples of theories that explore conflicting ideas regarding staff motivation are the McGregor's theories X and Y. Theory X argues that employees are inherently slow pace and need force. While, Theory Y, on the other hand, holds the workers have their own motivation and want independence (McGregor's Model of Motivation, 2023). Managerial leadership emphasises on tasks monitoring and advantages, transforming management focuses on encouraging and encouraging employees.

Models of human behaviour: The behaviour of workers is clarified by motivational theories including Herzberg's concept of two factors, Maslow's Structure of Needs, and the Theory of Expectation. Based to such theories, with an aim to impact employees behaviour positively TechSolutions undertake Herzberg's theory of motivation. On the basis of this, by providing employees with motivating factors like independence, acknowledgment and challenging work environment TechSolutions can encourage personnel towards the best performance. In addition to being mindful of and sensitive to the requirements of workers, might have a significant effect on employee productivity and satisfaction.

Assessing how people practices impact on organizational culture and behaviour

People policies & procedures have a significant effect on TeleSolutions behaviour and cultural dimensions. By encouraging desired behaviours through policies that support the goal and vision of the organisation, they have an impact on beliefs and values. Furthermore, by creating transparent rules and processes that promote fair treatment and open communication, people practises significantly contribute to the development of transparency and trust.

Additionally, through award programmes, engagement campaigns as well as inclusive & diversity rules promote a positive working atmosphere and have an effect on incentive levels (Di Stefano, Scrima and Parry, 2019). Human Resources practises that encourage and encourage improvement in skills advancement and career have an impact on staff attitudes towards educational opportunities as well as continued professional growth (CPD).

In the end, the business's commitment to worker welfare via work-life harmony, medical coverage, emotional support, and general customer-centred tasks appears in people practises, resulting in a major effect on staff happiness. These behaviours show the degree to which an organisation recognises and emphasises its staff members, and this in turn affects the culture and behaviour within the organisation.

Explaining different approaches to managing change

There are several methods to change administration which can be undertaken by TechSolutions. However, they all provide particular perspectives concerning how to handle organisational changes and transitions (Lewis, 2019). These methods cover an array change models, strategies, and ideologies that aim to assist people in execute and adapt to modifications in a productive way.

Lewin's three-step model of change: The model has three phases: unfreezing, changing, and freezing again. In the initial phase, the organization unfreezes the current situation, executes the change and finally refreezes the new state in order to render it the accepted standard (Lewin's Change Theory, 2023).

Kotter's eight-stage model: A little a focus on highlighting the importance of establishing pressure and developing a foundation of support. By expressing the goal, encouraging action, producing immediate results, combining gains, securing changes and integrating the new way of life, Kotter's model centres on eight successive phases for effective implementation of changes (Kotter's 8 step Model of Change, 2023).

Reactive approaches: While proactive strategies prepare forward and predict modifications in attempt to avoid possible interruptions. Reactive techniques react to alteration as it happens usually during an emergency.

Planned change: The term "planned change" refers to purposefully designed and planned change efforts. On the other side, emerging change represents unforeseen, unplanned modifications that organically happen within an organisation.

Radical and incremental change: While incremental improvement includes small, gradual enhancements over a period of time, typically used to enhance present procedures or structures, radical shift entails important and profound changes.

Levers for change: Change may be promoted and encouraged within an organisation through a wide range of levers, such organisation culture, technological advances, instruction, management, and interaction.

Discussing models for how change is experienced

Models for grasping the way people perceive change offer helpful details on the mental and social aspects of the procedure of change. These theories offer concepts which render it simpler to comprehend how individuals react and conduct while confronted with change in a work environment.

Tannenbaum and Hanna three-stage model: Based to this strategy, individuals experience three stages when they go through a transition: unfreezing (obtaining ready for difference), moving (placing the change in action), and refreezing (confirming the changes) (Wang, et.al, 2019). It underlines how crucial it is to recognise and regulate individual thoughts and emotions during those stages in order to promote a successful implementation of changes. Kubler-Ross adapted model: the coping cycle: The idea, which explains the emotional phases that individuals encounter all through change, relies on the phases of grieving that involve ignorance, anger, negotiating, desperation, and resignation (What is the Kubler-Ross theory?, 2023). It demonstrates how people could experience an array of feelings as they adjust to a new environment and finally arrive at an attitude.

Spencer and Adams seven-stage model: Each of the seven stages of change that individuals encounter is described under this model in this order: shock, denial, anger, sadness, experimentation, making decisions and integrating. It emphasizes the importance of recognizing the emotional road trip people undertake while confronted with an instance of change and emphasizes their need for guidance and support during these trying times.

For instance: TechSolution is introducing new technologies with the motive to ensure smooth functioning of operations. In this case, people's encounters with change are affected by two related concepts: reluctance to change and willingness for transformation. The capacity and readiness of individuals to adjust and embrace to change is apparent in their preparedness for change. Contributing to the process of making decisions, interacting and recognizing the positive aspects of the change are every aspect influencing readiness. On the opposite hand, a lack of understanding, fear about the unresolved or a sense of hazards related to one's status or livelihood can all result in opposition to change. To facilitate the way and boost acceptability of change efforts, controlling resistance involve communicating openly, participation, resolving concerns, and establishing an environment of encouragement.

Knowing such structures and ideas helps organizations and change agents to succeed to handle the human component of change, permitting them to successfully help people in conquering the mental and psychological obstacles that precede the transformation of an organization.

Assessing the importance of wellbeing at work and the different factors which impact wellbeing

It is hard to overstate the significance of employee wellness since it has an enormous effect on individuals in numerous manners and improves the efficiency of companies. The public's involvement, inspiration, satisfaction with work, mental & physical wellness, resiliency and feeling of meaning are all affected by their general sense of happiness.

Impact on the individual: Employee wellness is essential for employee engagement, which boosts results, imagination and job satisfaction if individuals feel emotionally invested in and connected to their work. In addition to this, this has a major effect on staff inspiration, affecting their zeal, careful planning and willingness for advancing company goals. Higher job fulfillment and dedication are caused by an enjoyable place to work which emphasizes social assistance as well as promotes a sense of mission and satisfaction with work. With regards to TeleSolutions Employee happiness, physical and psychological well-being is closely connected. Greater mental and physical wellness among employees is fostered by a welcoming work atmosphere that taking into consideration their well-being needs and promotes positive behaviors. In addition, an enjoyable work environment improves resiliency, confidence, and self-worth; enabling people navigate difficulties and failures with greater efficiency.

There are plenty of obvious connections to balance between work and personal life and the emotional compact (Charalampous, Grant, Tramontano and Michailidis, 2019). Companies that put their staff's health first create a more powerful psychological partnership which promotes respect for one another, commitment, and trust among both employers and staff members. The company's dedication to health, particularly paired with a balanced work-life balance, allows employees to effectively balance both their personal and professional responsibilities, lowering the risk of burnout and stress.

Impact on organizational commitment and challenges: When wellness at work issues is dismissed, workers can grow less devoted towards their jobs. This might give rise to issues with participation, tardiness, reliability, capacity and effectiveness. Additionally, a workplace with inadequate support for wellness can result in poor connections among coworkers, which can increase stress and conflict between individuals that hinder teamwork.

Low employee morale results into higher staff turnover and a decrease in organisational efficiency. Consequently, less engagement, efficiency and creativity are additional effects of poorer wellness at work. With the goal to establish a welcoming atmosphere at work, boost satisfaction among workers, raise dedication and ultimately ensure organisational achievement via a workforce. This considers as valued, backed and motivated, it is essential for companies recognise the significance of happiness at job and to take preventative steps to encourage it.

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Discussing the links between the employee lifecycle and different people practice roles

A worker's lifecycle includes numerous stages, starting with recruiting to dismissal. All of that play an important part in moulding an individual's path within TeleSolutions. At all levels, several people practise roles that are vital in guaranteeing that the targets of the company match with the needs and interests of employees.

Attraction and recruitment: Utilising promotional materials along with effective hiring strategies, HR plays an essential role in enticing talent during the beginning. Their primary objectives are locating, screening and hiring competent candidates.

Inductions/ onboarding: HR strives to make it easier for newly hired employees to settle into the organisation during training (Werdhiastutie, Suhariadi and Partiwi, 2020). This involves welcoming visitors, supplying them with the knowledge they require and helping them in getting acclimated to the processes and culture of the company at large.

Development: At this point in time, learning and development (L and D) experts intervene, evaluating the requirement for training and setting education strategies into action to enhance understanding, skills, and professional development whilst coordinating individual advancement with TeleSolution's goals.

Retention/ Engagement: HR manages engagement programmes, prizes, and relations with staff members. For complete job happiness and participation, they concentrate on creating a nice workplace, maintaining perks, developing interpersonal connections, and bringing retention techniques into practise.

Exit/Separation: HR organises interviews regarding exit, promotes smooth payments, and handles the departure procedure carefully at the end stage. Cultivating networks of alumni while employing them for potential new hires or recommendations are component of post-employment interactions.

At this stage, learning and development (L & D) specialists intervene, determining the necessity for training and putting instructional strategies into motion to improve understanding, skills, and career advancement whilst coordinating personal development with the company's goals. HR handles engagement initiatives, prizes, and relations with employees. To ensure employee satisfaction and involvement, they focus on developing a nice work environment, administering perks, cultivating strong connections, and implementing retention methods into practise. HR conducts interviews about exit, promotes smooth transfers, and manages the departure process delicately at the departure stage. Maintaining alumni associations and employing them for prospective new hires or referral are part of post-employment connections.

Analysing how people practice connects with other areas of an organization and supports wider people and organizational strategies

People practises reinforce broader people and organisation efforts and serve as an important connection among numerous positions within TeleSolutions.

Integration with strategy making functions: The 'the top table' where the development of strategies includes people practises, making sure that human resources strategies are in alignment with overall corporate goals. Human resources professionals engage directly with the upper management to comprehend TeleSolutions objectives and then translate them into effective human resources tactics which promote the organization's mission with growth of talent, acquiring it and engagement.

Connection with business/ Operational functions: HR and operational functions work closely one another as part of company collaboration. HR helps particular business divisions through comprehending the needs of operations and modifying people practises as a strategic collaborator (Dutta et al, 2020). In order to guarantee workforce emergency preparedness, HR, for instance coordinates recruiting initiatives that satisfy certain skill needs in various working sectors.

Vertical and Horizontal integration: Human resources processes have a vertical integration at various levels of the hierarchy, coordinating specific staff objectives with department and corporate objectives (George, Walker and Monster, 2019). HR functions in a horizontal position working with other divisions in order to guarantee consistency and continuity in HR processes and regulations across the entire company.

Supporting organizational strategy: Organisational strategy is backed by an array of goods and services offered by people procedures. Establishing rules assures that company objectives and legal observance remain in line. Methods for recruitment draw in the skills required to meet the organisational goals. Programmes for development and learning ensure that employees get the abilities they require to support company goals. Programmes for growth in management prepare managers to direct the organisation towards its strategic objectives.

Discussing processes for consulting and engaging with internal customers to understand their needs

To successfully comprehend and address corporate client needs and ensure consistency with company goals, People Practise department of TeleSolutions have to involve and communicate with them.

Liaising and identifying needs: To comprehend the requirements of their internal customers, including supervisors, department managers, and staff members, People Practise divisions collaborate with one another on a regular schedule. It involves paying listening to what other people express, collecting input, conducting focus sessions or polls to learn regarding their requirements and problems.

Consultation and communication processes: Efficient engagement and communications are rendered possible by the setting up of organised consultation procedures. This involves establishing discussions, workshops, or gatherings in order to encourage debate and gather ideas. Maintaining the lines between parties open can also be helped by using an array of means of communication, including emails, internet sites, and private conversations.

Stakeholder analysis and needs assessment: Setting aside engagement efforts is made feasible through performing stakeholder assessment that assists with determining significant parties and the effects they have (Lehtinen, Aaltonen and Rajala, 2019). The goal of need assessment efforts is to discover specific wants, tastes, and pain spots through assessing needs via questionnaires, interviews, or systems for feedback.

Importance of on-going liaison: Stakeholder interaction in an ongoing and effective approach is important. Departments that involve Peoples Practise have the right to be updated on changing demands, challenges, and requirements through regular communication. It recommends adopting an anticipatory approach when dealing with issues and changing HR procedures according to evolving needs.

Monitoring and evaluation: Having in place assessment and tracking systems make it feasible to gauge the effectiveness of efforts that were successfully put into effect. Assessment of levels of satisfaction and recognising areas for growth are made achievable by cycles of feedback and follow-up calls.

Conclusion

By summing up this report, it has been articulated that management team should keep in mind both benefits and drawbacks associated with the varied business structures. It can be seen in the report that organizational strategy is highly integrated with products or services offered. It can be stated that social, technology and legal aspects have greater influence on TeleSolution's priorities. Besides this, it can be inferred that technological advancements facilitate smooth functioning of TeleSolution's operations. For getting desired level of outcome or success company is laying more focus on indulging power and role culture. Referring the nature of change TeleSolutions can employ either Kurt lewin or Kotter's eight step model. Along with this, employee well-being at work increases employee commitment and performance to the significant level. Further, it has found that by identifying customer's need company would become able to offer competent services to the customers.

References

Books and Journals

• Ashok, M., Al Badi Al Dhaheri, M.S.M., Madan, R. and Dzandu, M.D., 2021. How to counter organisational inertia to enable knowledge management practices adoption in public sector organisations. Journal of Knowledge Management, 25(9), pp.2245-2273.
• Bhuiyan, F., Baird, K. and Munir, R., 2020. The association between organisational culture, CSR practices and organisational performance in an emerging economy. Meditari Accountancy Research, 28(6), pp.977-1011.
• Bonanomi, M.M., Hall, D.M., Staub-French, S., Tucker, A. and Talamo, C.M.L., 2020. The impact of digital transformation on formal and informal organizational structures of large architecture and engineering firms. Engineering, Construction and Architectural Management, 27(4), pp.872-892.
• Cadden, T., Millar, K., Treacy, R. and Humphreys, P., 2020. The mediating influence of organisational cultural practices in successful lean management implementation. International Journal of Production Economics, 229, p.107744.
• Charalampous, M., Grant, C.A., Tramontano, C. and Michailidis, E., 2019. Systematically reviewing remote e-workers' well-being at work: A multidimensional approach. European journal of work and organizational psychology, 28(1), pp.51-73.
• Di Stefano, G., Scrima, F. and Parry, E., 2019. The effect of organizational culture on deviant behaviors in the workplace. The International Journal of Human Resource Management, 30(17), pp.2482-2503.
• Dutta, P., Choi, T.M., Somani, S. and Butala, R., 2020. Blockchain technology in supply chain operations: Applications, challenges and research opportunities. Transportation research part e: Logistics and transportation review, 142, p.102067.
• George, B., Walker, R.M. and Monster, J., 2019. Does strategic planning improve organizational performance? A meta?analysis. Public Administration Review, 79(6), pp.810-819.
• Griffin, R.W., Phillips, J.M. and Gully, S.M., 2020. Organizational behavior: Managing people and organizations. CENGAGE learning.
• Kabeyi, M., 2019. Organizational strategic planning, implementation and evaluation with analysis of challenges and benefits. International Journal of Applied Research and Studies, 5(6), pp.27-32.
• Lehtinen, J., Aaltonen, K. and Rajala, R., 2019. Stakeholder management in complex product systems: Practices and rationales for engagement and disengagement. Industrial marketing management, 79, pp.58-70. Hofstede's Cultural Dimensions Theory, 2023. Online. Available through https://corporatefinanceinstitute.com/resources/management/hofstedes-cultural-dimensions-theory/
• Lewis, L., 2019. Organizational change: Creating change through strategic communication. John Wiley & Sons.
• Rahman, M.S., 2020. The advantages and disadvantages of using qualitative and quantitative approaches and methods in language “testing and assessment” research: A literature review.
• Riyanto, S., Endri, E. and Herlisha, N., 2021. Effect of work motivation and job satisfaction on employee performance: Mediating role of employee engagement. Problems and Perspectives in Management, 19(3), p.162.
• Wang, S., Hanna, D., Sugamori, K.S. and Grant, D.M., 2019. Primary aromatic amines and cancer: Novel mechanistic insights using 4-aminobiphenyl as a model carcinogen. Pharmacology & Therapeutics, 200, pp.179-189.
• Werdhiastutie, A., Suhariadi, F. and Partiwi, S.G., 2020. Achievement motivation as antecedents of quality improvement of organizational human resources. Budapest International Research and Critics Institute-Journal (BIRCI-Journal) Volume, 3, pp.747-752.

Online

• Hofstede's Cultural Dimensions Theory, 2023. Online. Available through https://corporatefinanceinstitute.com/resources/management/hofstedes-cultural-dimensions-theory/
• Kotter's 8 step Model of Change, 2023. Online. Available through https://www.managementstudyguide.com/kotters-8-step-model-of-change.htm
• Lewin's Change Theory, 2023. Online. Available through https://study.com/academy/lesson/lewins-3-stage-model-of-change-unfreezing-changing-refreezing.html#:~:text=Let's%20review.-,Kurt%20Lewin%20developed%20a%20change%20model%20involving%20three%20steps%3A%20unfreezing,new%20behavior%20as%20the%20norm.
• McGregor's Model of Motivation, 2023. Online. Available through https://www.toppr.com/guides/fundamentals-of-economics-and-management-cma/leadership-and-management/mcgregors-model-of-motivation/#:~:text=Mr.,coercive%20methods%20and%20by%20direction./
• What is the Kubler-Ross theory?, 2023. Online. Available https://userguiding.com/blog/kubler-ross-change-curve-model/#:~:text=Developed%20by%20the%20psychiatrist%20Elisabeth,in%20is%20hard%20to%20achieve.