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NMIMS Organization culture Solved assignments June 2024

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Organization culture Solved assignments

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Description

NMIMS Global Access
School for Continuing Education (NGA-SCE)
Course: Organisation Culture
Internal Assignment Applicable for June 2024 Examination
Assignment Marks: 30
Instructions:
 All Questions carry equal marks.
 All Questions are compulsory
 All answers to be explained in not more than 1000 words for question 1 and 2 and for question 3 in not more than 500 words for each subsection. Use relevant examples, illustrations as far as possible.
 All answers to be written individually. Discussion and group work is not advisable.
 Students are free to refer to any books/reference material/website/internet for attempting their assignments, but are not allowed to copy the matter as it is from the source of reference.
 Students should write the assignment in their own words. Copying of assignments from other students is not allowed.
 Students should follow the following parameter for answering the assignment questions.
1. Culture can be a double-edged sword, serving as an asset or a liability for an organization. Analyse the concept of “culture as a liability” with respect to its potential negative effects on organizational performance, employee behaviour, and overall organisational engagement outcomes. Provide an example of a company that has experienced culture-related liabilities and analyse the reasons behind the challenges. (10 Marks)

2. Identify and debunk three common myths about organizational culture. Provide a detailed explanation of each myth and support your arguments with real-life example or a case study that illustrate the negative impact of believing in these myths.
(10 Marks) 3.a. Analyse the role of communication in the process of changing organizational culture. How can leaders effectively communicate the need for change, foster employee engagement, and overcome resistance during times of significant transformation? (5 Marks) 3.b. Analyse the risks and benefits of cultural alignment in mergers and acquisitions, citing a real-world example. How can leaders effectively balance cultural differences to achieve successful post-merger integration and preserve the strengths of each organisation involved? (5 Marks)

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