MGT101A Chris Bray Case Study

Topics: Management, Culture, Organizational studies Pages: 8 (1541 words) Published: November 28, 2014


Table of Contents

TitlePage Number

1.1 Company Background3

2.2Corporate Culture4
2.3 Changing Corporate Culture5
2.4 Leadership and Teamwork in Corporate Culture5




1.1 Company Background

Established in 1999, CaterCare Services (CCS) provides remote catering and accommodation services to government, private, and defence organisations in Australia and overseas.

CCS boasts of an enriching work experience, providing training, succession planning and development opportunities and offers recognition, rewards programs and supportive leadership. Their core values Care, Pride, Community talk of creating satisfaction, support, and sense of value for all employees within the organisation.

In recent times the company has struggled to offer their high quality of service and deliver on contractual promises as a result of high staff turnover and low staff performance.

1.2 Aim

The purpose of this report is to identify and evaluate the current issues affecting staff performance at CaterCare Services. It will discuss how poor leadership is effecting company culture, the direct impacts this issue is having on overall performance and offer recommendations on how to make positive changes.

2.1 Issues

Staff at CaterCare Services have lost touch with the company’s cultural values ‘Care, Pride, Community’ as a result of poor leadership from middle management. Staff no longer take pride in their work, resulting a negative attitude towards the company; this has caused tension between staff on all levels and damaged the overall sense of community. The absence of community leads employee’s to work only to achieve their own personal goals rather than working to achieve the goals of the team.

By management not addressing issues on the front-line of the company staff feel like they no longer have a voice and begin to feel undervalued. Issues of safety, not having appropriate tools for the job and lack of sufficient supplies, give staff the sense that the company is not helping staff to effectively and efficiently achieve their daily goals, thus creating a cavalier culture.

CCS also talks of providing training and development opportunities to employees. On a quarterly basis middle management conducts staff evaluations. In these evaluations they provide feedback on how each staff member performing. They ask questions about future career prospects of individual employees and whether they would like certain training to help them to achieve their goals. Employees begin to feel the company does not support them when opportunities for potential training growth arise and current employees are overlooked.

Gallup (2009) states “Humans want to belong to something of significance and meaning. The best workplaces give their employees a sense of purpose, help them feel they belong, and enable them to make a difference.” When employees lose their sense of purpose, their sense of belonging is lost along with it. With no positive emotional ties to the company CCS staff are losing motivation, hence employee performance is decreasing and staff turnover is increasing.

2.2 Corporate Culture

Samson and Daft (2009, p.111) define culture as “the shared knowledge, beliefs, values, behaviours and ways of thinking among members of a society.”

Corporate culture plays a vital role in the success of an organisation. When an organisation has an unhealthy corporate culture employees’ act as individuals, performing their duties to meet their own personal needs, such as a paycheque. A healthy corporate culture leads to loyalty high staff morale. It values each employee regardless of their duties, resulting in employees working as a team working to meet...

References: Bragman, P. 2009. A Good Way to Change a Corporate Culture, June 25, Available:
DebatesOnline, 2013. Steve Jobs talks about managing people. Available: (Accessed 25 October 2014)
Kulchner, L. n.d. Importance of a Healthy Corporate Culture. Available: (Accessed 27 October 2014)
Kuhlmann, A. 2010. Culture Driven Leadership, Ivey Business Journal, March, Available: (Accessed 27 October 2014)
Samson, D. and Daft, R. 2009. Management, 3rd ed, Cengage Learning, Australia.
Wagner, R. and Harter, J. 2007. The Sixth Element of Great Managing, Gallup Business Journal, October 11, Available:
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