A: The competing value model is use

A: The competing value model is used to identify type of culture in the given organizations.

5 Star Electronics

At 5 Star Electronics Bureaucratic corporate cultures is observed.

Evidence

The company has detailed organizational charts. The roles and responsibilities are defined narrowly. Every employee at 5 Star performs the tasks according to job roles and responsibility. There is no job rotation. There is no interaction between employees and departments informally. It is also understood from the case study there is only formal communication between the employees at 5 Star Electronics. The organizational culture codes don’t allow employees to exercise their freedom. Everything is tightly managed. There is no freedom given to employees to exhibit their skills and their roles. Management strictly follows the organizational policies and ensures that all subordinates are abiding to the rules. The culture at 5 star was more on the autocratic and clan style where the leaders of the company rule with an iron fist.

Amtech Electronics

Clan Culture is observed at Amtech Electronics.

Evidence

The president Jim Rawls encourages informal communication and face to face communication between the employees. The employees were encourages to learn new things and become familiar throughout the company through job rotation. Employees fix the bugs with new designs through cooperation, commitment and collaboration. There are no rigid organizational charts in the organization. The leader at Amtech believed that organizational charts just barriers and do not allow work environment to go on effectively. He had an open-door policy to allow employees to discuss issues and concerns that they may have and he preferred not to define roles on the same

2Q. Is there culture gap? What type of culture do you think is most appropriate for the newly merged company? Why?

A: There is lot of culture gap between 5 Star Electronics and Amtech Electronics. At 5 Star bureaucratic culture exists and clan culture is observed at Amtech Electronics.

The Adaptability culture is more suitable for the newly merged company. Even though at Amtech Electronics clan culture is good but people resisted when there is need for change in the organization. The 5 Star electronics bureaucratic culture is not suitable for sustaining in the modern business world. The Adaptability Culture which gives flexibility for the employees and focuses on the external business environment is essential for the organization in the today’s business world. The creativity, experimentation, risk-taking, autonomy and responsiveness are the important values for which are very essential for the organizations to survive in the long term in this competitive business world. Hence Adaptability culture is suitable for the newly merged company.

In the case of merger of these two companies which have different types of culture should adopt a culture that would be beneficial for both and can unite these two companies in one for more profits and satisfaction to the employees. The adaptability culture would be more appropriate for a newly merged company because it is based on creativity, experimentation, risk taking, responsiveness and autonomy and it would help to flourish this company in a better way.

3Q. If you were John Tyler, What techniques would you use to integrate and shape the cultures to overcome the gap?

A: The rigid organizational charts should be eliminated; face to face communication should be encouraged in the organization. The employees in the organization should be trained to learn new things and importance of research and development for long term sustainability. The Adaptability culture should be implemented in newly formed organization to reduce communication gap. Flexibility should be given to employees; job rotation must be implemented in the organization by which all the employees gain knowledge about the organization and its mission and vision. The creativity, experimentation, risk-taking and responsiveness values should be trained to the employees in the newly framed organization for reducing the cultural gap. The employees should be empowered in decision making and oral communication should be encouraged in the organization. In this way various tools and techniques can be used to develop adaptability culture in the organization to reduce the cultural gap.

Hasil (Bahasa Indonesia) 1:

J: bersaing nilai model ini digunakan untuk mengidentifikasi jenis budaya organisasi tertentu.5 bintang elektronikPada 5 bintang birokrasi elektronik budaya perusahaan yang diamati.BuktiPerusahaan memiliki rinci bagan organisasi. Peran dan tanggung jawab didefinisikan sempit. Setiap karyawan di 5 bintang melakukan tugas pekerjaan peran dan tanggung jawab. Ada tidak ada rotasi kerja. Ada tidak ada interaksi antara karyawan dan Departemen informal. Hal ini juga dipahami dari studi kasus ada hanya formal komunikasi antara karyawan di 5 bintang elektronik. Kode budaya organisasi tidak memungkinkan karyawan untuk latihan kebebasan mereka. Segala sesuatu yang erat dikelola. Ada tidak ada kebebasan yang diberikan kepada karyawan untuk menunjukkan keterampilan mereka dan peran mereka. Manajemen ketat mengikuti kebijakan organisasi dan memastikan bahwa bawahan semua taat pada aturan. Budaya di 5 star adalah lebih pada gaya otokratis dan klan dimana para pemimpin perusahaan memerintah dengan tangan besi.AMTECH elektronikKlan budaya diamati Amtech elektronik.BuktiThe president Jim Rawls encourages informal communication and face to face communication between the employees. The employees were encourages to learn new things and become familiar throughout the company through job rotation. Employees fix the bugs with new designs through cooperation, commitment and collaboration. There are no rigid organizational charts in the organization. The leader at Amtech believed that organizational charts just barriers and do not allow work environment to go on effectively. He had an open-door policy to allow employees to discuss issues and concerns that they may have and he preferred not to define roles on the same2Q. Is there culture gap? What type of culture do you think is most appropriate for the newly merged company? Why?A: There is lot of culture gap between 5 Star Electronics and Amtech Electronics. At 5 Star bureaucratic culture exists and clan culture is observed at Amtech Electronics.The Adaptability culture is more suitable for the newly merged company. Even though at Amtech Electronics clan culture is good but people resisted when there is need for change in the organization. The 5 Star electronics bureaucratic culture is not suitable for sustaining in the modern business world. The Adaptability Culture which gives flexibility for the employees and focuses on the external business environment is essential for the organization in the today’s business world. The creativity, experimentation, risk-taking, autonomy and responsiveness are the important values for which are very essential for the organizations to survive in the long term in this competitive business world. Hence Adaptability culture is suitable for the newly merged company.In the case of merger of these two companies which have different types of culture should adopt a culture that would be beneficial for both and can unite these two companies in one for more profits and satisfaction to the employees. The adaptability culture would be more appropriate for a newly merged company because it is based on creativity, experimentation, risk taking, responsiveness and autonomy and it would help to flourish this company in a better way.3Q. If you were John Tyler, What techniques would you use to integrate and shape the cultures to overcome the gap?A: The rigid organizational charts should be eliminated; face to face communication should be encouraged in the organization. The employees in the organization should be trained to learn new things and importance of research and development for long term sustainability. The Adaptability culture should be implemented in newly formed organization to reduce communication gap. Flexibility should be given to employees; job rotation must be implemented in the organization by which all the employees gain knowledge about the organization and its mission and vision. The creativity, experimentation, risk-taking and responsiveness values should be trained to the employees in the newly framed organization for reducing the cultural gap. The employees should be empowered in decision making and oral communication should be encouraged in the organization. In this way various tools and techniques can be used to develop adaptability culture in the organization to reduce the cultural gap.

Hasil (Bahasa Indonesia) 2:

A: Model Nilai bersaing digunakan untuk mengidentifikasi jenis budaya di organisasi yang diberikan. 5 Electronics bintang Pada 5 Star Electronics budaya perusahaan Birokrasi diamati. Bukti Perusahaan telah rinci bagan organisasi. Peran dan tanggung jawab yang didefinisikan secara sempit. Setiap karyawan di 5 bintang melakukan tugas sesuai dengan peran pekerjaan dan tanggung jawab. Tidak ada rotasi pekerjaan. Tidak ada interaksi antara karyawan dan departemen informal. Hal ini juga dipahami dari studi kasus hanya ada komunikasi formal antara karyawan di Hotel bintang 5 Electronics. Kode budaya organisasi tidak memungkinkan karyawan untuk melaksanakan kebebasan mereka. Semuanya erat dikelola. Tidak ada kebebasan yang diberikan kepada karyawan untuk menunjukkan keterampilan mereka dan peran mereka. Manajemen ketat mengikuti kebijakan organisasi dan memastikan bahwa semua bawahan yang patuh dengan aturan. Budaya di 5 bintang lebih pada gaya otokratis dan klan mana para pemimpin pemerintahan perusahaan dengan tangan besi. Amtech Electronics Clan Culture diamati di Amtech Electronics. Bukti Presiden Jim Rawls mendorong komunikasi informal dan komunikasi tatap muka antara karyawan. Karyawan yang mendorong untuk belajar hal-hal baru dan menjadi akrab seluruh perusahaan melalui rotasi pekerjaan. Karyawan memperbaiki bug dengan desain baru melalui kerjasama, komitmen dan kolaborasi. Tidak ada bagan organisasi yang kaku dalam organisasi. Pemimpin di Amtech percaya bahwa bagan organisasi hanya hambatan dan tidak memungkinkan lingkungan kerja untuk pergi secara efektif. Dia memiliki kebijakan pintu terbuka untuk memungkinkan karyawan untuk membahas isu-isu dan kekhawatiran bahwa mereka mungkin memiliki dan ia lebih suka untuk tidak menentukan peran pada yang sama 2Q. Apakah ada kesenjangan budaya? Apa jenis budaya yang menurut Anda paling tepat untuk perusahaan yang baru bergabung? Mengapa? A: Ada banyak kesenjangan budaya antara bintang 5 Elektronik dan Amtech Electronics. Pada bintang 5 budaya birokrasi yang ada dan budaya klan diamati di Amtech Electronics. Budaya Adaptasi lebih cocok untuk perusahaan yang baru bergabung. Meskipun di Amtech Electronics clan budaya baik tetapi orang menolak ketika ada kebutuhan untuk perubahan dalam organisasi. The Star 5 elektronik budaya birokrasi tidak cocok untuk mempertahankan dalam dunia bisnis modern. The Adaptasi Budaya yang memberikan fleksibilitas bagi karyawan dan berfokus pada lingkungan bisnis eksternal sangat penting bagi organisasi di dunia bisnis saat ini. Kreativitas, eksperimen, berani mengambil risiko, otonomi dan responsif adalah nilai-nilai penting yang sangat penting bagi organisasi untuk bertahan hidup dalam jangka panjang di dunia bisnis yang kompetitif ini. Oleh karena itu budaya Adaptasi cocok untuk perusahaan yang baru bergabung. Dalam kasus penggabungan kedua perusahaan yang memiliki berbagai jenis budaya harus mengadopsi budaya yang akan bermanfaat bagi kedua dan dapat menyatukan dua perusahaan tersebut dalam satu keuntungan lebih dan kepuasan karyawan. Budaya adaptasi akan lebih tepat untuk perusahaan yang baru bergabung karena didasarkan pada kreativitas, eksperimen, pengambilan risiko, respon dan otonomi dan itu akan membantu untuk berkembang perusahaan ini dalam cara yang lebih baik. 3Q. Jika Anda adalah John Tyler, teknik apa yang akan Anda gunakan untuk mengintegrasikan dan membentuk budaya untuk mengatasi kesenjangan? J: bagan organisasi yang kaku harus dihilangkan; tatap muka komunikasi harus didorong dalam organisasi. Karyawan dalam organisasi harus dilatih untuk belajar hal-hal baru dan pentingnya penelitian dan pengembangan untuk keberlanjutan jangka panjang. Budaya Adaptasi harus dilaksanakan dalam organisasi yang baru dibentuk untuk mengurangi kesenjangan komunikasi. Fleksibilitas harus diberikan kepada karyawan; rotasi pekerjaan harus dilaksanakan dalam organisasi dimana semua karyawan mendapatkan pengetahuan tentang organisasi dan misi dan visi. Kreativitas, eksperimen, mengambil risiko dan tanggap nilai harus dilatih untuk karyawan dalam organisasi baru berbingkai untuk mengurangi kesenjangan budaya. Karyawan harus diberdayakan dalam pengambilan keputusan dan komunikasi lisan harus didorong dalam organisasi. Dengan cara ini berbagai alat dan teknik dapat digunakan untuk mengembangkan budaya adaptasi dalam organisasi untuk mengurangi kesenjangan budaya.