ORGANISATION CULTURE

Organisational culture is used by companies to define
how to run an organisation efficiently. From the moment you walk through the doors there is a structure in place, which if used properly, would have customers, or clients, returning time and time again.
One company researched, was Boots Chemist. Visible aspects which could be seen were:

• Cleanliness- White tiled floor, white walls, fresh clean smell.
• Staff- White uniforms, politeness when greeting customers, cheerfulness.
• Store layout- Large readable signs indicating where items are located, special deals (3 for 2, free item when buying certain brands)
• Variety on offer- Opticians, Pharmacy, Photos, New born and Infants accessories, Perfume.

These visual aspects alone will not maintain the efficiency of a business. Other factors, not visible to the customer, help maintain an efficient company. To find these inner aspects, staff were interviewed and asked why they chose to work for Boots. The one answer they gave, on a regular basis, was the company name and the fact that the company made them feel important, and part of a team.

Boots is a long running business which grows from strength to strength, and helping maintain its reputation is the task force behind the name, which is the staff. Bootsjobs.com (2009)

Charles Handy

According to Handy, Culture consists of the shared values of an organisation. These are Environment, Company History, organisational structure and quality of service.

These values, or factors, explained by Handy are seen as the four cultures.

• Power- described as a web. the power of a business is concentrated from the inner centre and transferred outwards.
• Role- Described as a Greek temple. The strength is from the pillars or columns, which hold the temple roof secure. This is sometimes portraid in businesses which are not used to constant change.
• Task- Consists of several temporary task teams, who are required to help liaise between all departments. This is described by Handy as a lattice effect.
• Person- This is described as a cluster. Everyone from within an organisation support the path in which the company is going, leaving out any outside influence or hierarchy. managers.org.uk (2009)

VIRGIN Website link: http://www.virgin.com/about-us/

Virgin fit well in organisation culture. Reputation, appearance, and quality of service are all visible factors. looking deeper you find dedication, security, teamwork, loyalty and challenge. these factors are from both employer and employee. A strong bond within this organisation is delivered to customers, potential and existing, and helps Virgin maintain its reputation in all its services. virgin.com (2009)

Problems exist within organisations. Unmotivated staff, insecurity of position within a company, are all factors that can affect the structure of an organisation. De moralised staff contribute to some companies going out of business.

CONCLUSION
To ensure an organisation succeeds, an understanding and involvement of employees and employers needs, help maintain a healthy motivated business. Both Boots and Virgin offer their staff the opportunity to succeed. Communication and feedback help maintain an image, which is seen by customers and potential clients.

REFERENCES
Bootsjobs.com(2009)[online] Available from http://www.bootsjobs.com/people/default.aspx [accessed 2009]
managers.org.uk(2009)[online] Available from http://www.managers.org.uk/client_files/MIC/checklists/THK-010.pdf [accessed 2009]
Virgin.com(2009)[online] Available from http://www.virgin.com/about-us/ [accessed 2009]