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Organisational culture JCBPPI GLOBSYN M & M ONGC 1.UNIQUENESS The culture at JCBPPI is marked by unique characteristic of "Sense -Of - Urgency' that prevails seamlessly through entire JCB Group. Globsyn strongly believes in 'Taking People to the Next Level'. Globsyn is a problem solver with an unwavering passion for performance. The unique aspects of culture in the organization is philosophy of 'Rise'. Three important pillars Of Mahindra & Mahindra's culture is 1. Alternative thinking 2. Driving positive change, and 3. Accepting No limits. creativity and out of box thinking is the foundation upon which culture of ONGC prevails. 2.Changes to be made Need for a unique customer centric culture that shall be very different from JCB culture as a market leader organization as the Head Office is now. Need for an employee centric culture in order to increase the satisfaction level of the employees and the organisation has adopted this change too. No changes required to be made as they continuously work on bringing and adopting positive changes to increase the level of efficiency. Need to empower, act as a global thinker and provide opportunities for initiatives creativity and innovation. 3.Organisational set up Informal Set Ups Dominate. 90% of the work in and b/w departments is done on telephonic / direct meeting basis and mails and memos are limited to those absolutely necessary to record keeping. Informal Set Ups Dominate. More than 70 % of the work in and b/w departments is done on telephonic / direct meeting basis and mails and memos are limited to those absolutely necessary to record keeping. Mix of formal and informal set ups prevail. As per the requirement of the scenario, formal rules are followed and for routine work they show little endeavor to go on writing work and prefer oral communication. Highly formalized and organized set ups. Proper written communication is followed in order to perform the tasks of the organisation. Circulars, notice

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Millennium Core issues related to the case: * To establish a formal set up in the organisation and a productive relationship with Millennium's management team while maintaining its entrepreneurial vision and culture. * To bring Millennium back to profitability by moving it from its R&D roots to a more commercially-focused platform. * To regain credibility with the investment community. * To reallocate the resources of Millennium between its commercial and R&D platforms. * To optimize current commercial opportunities without jeopardizing future product development. * Informal review process and compensation system. * Lack of employees in commercial wing of Millennium. * Ignorance of competition faced by the company with regard to its products. * Failure due to marketing philosophy of Millennium. * Losses due to failure of some alliances. * Lack of competent employees at executive level mainly in R&D. Analysis of data for the root cause/s of the problem Millennium's organizational structure and processes had always been more informal than those of larger companies. It was organized around its people. Employees relied on informal committees and ad-hoc systems throughout the firm to help guide the business and coordinate operations. A lot of people resisted or resented the change in culture when Levin began to professionalize executive meetings when Millennium prepared to launch Velcade commercially and to restructure its business. There was Frustration among employees due to informal review process and biasness in terms of deciding over compensation policy. Over time some disadvantages of the alliances began to manifest themselves. Failure occurred in acquisition of CORE by Millennium. Huge cost incurred in restructuring process in 2003. Millennium fails to consider the competition Integrilin faced in the market. Marketing philosophy of Millennium that markets were won through good science and clinical data so products based on good data woul

US drugstore chain Rite Aid has announced it is planning to reduce managerial layers and consolidate roles across the organisation as part of its organisational restructuring, which could result in the loss of approximately 400 full-time jobs.

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A high performing individual contributor is an indispensable resource to the organisation. Having him/her take on the role of a people manager may reduce his/her contribution to organisational productivity in the short term

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most people have jobs that require the support of a computer system. However, it is quite common for most employees to have their computer desk spaces cluttered with piles of papers, files, folders and other important documents.

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