...Corporation announced the acquisition of Turtle Rock Studios. While on 2010, Valve won The Escapist Magazine’s March Mayhem tournament for the best developer of 2010. In 2012, the company acquired Star Filled Studios, a two-man gaming company to open a San Francisco office. In 2013, Valve decides to stop the operation as it was decided to make some benefit for future arrangement. Valve is formed as a company which have around 300 employees but no managers or bosses at all to operate whole company (Suddath, 2012). Hence, this report is written to discuss the organisational culture and organisational structure of valve. The two discussion topic is to be analysed after introduce background and information of Valve Corporation. 2. 3. Analysis 4.1. Organisation Culture Organisation culture is the behaviour of human who are part of the company and the meanings that people reacts to their actions. Cultures shared as values, beliefs and norms which will influence the employees think, feel and act toward insides or outsides...
Words: 2179 - Pages: 9
...SAMPLE RISK MANAGEMENT PLAN INTRODUCTION The following guidelines have been developed to assist employees to meet the intent and to gain the benefits of our organisations Risk Management Policy. The overall aim of the risk management program is to ensure that our organisation is able to meet its strategic, operational and compliance goals and objectives in an environment of possible risks. We recognise that our organisation will have to incur risks in the pursuit of its business and corporate objectives. The purpose of these guidelines is to provide a consistent framework which will assist all employees to recognise and manage risks inherent in the conduct of their activities We encourage all employees to act in ways which controls and treat risks in order to minimise potential injures, damage to assets and setbacks which will adversely affect our organisations pursuit of excellence and leadership. SCOPE These guidelines apply to all departments within our organisation and its controlled entities. They apply to all Departments, Divisions, Centres, controlled entities and joint ventures. RESPONSIBILBITIES As per the Risk Management Policy, risk management is a whole-of-organisation activity. All members of our organisation have a role to play; in particular, staff should take an active role in the identification of potential business and operational risks facing their department or Division, programs, research, business or work unit and take steps to successfully...
Words: 4957 - Pages: 20
...inability to manage change effectively. Poor or vague strategy. Lack of buy-in & ownership from key manager & employees. * Lack of coordination or alignment between an organisation’s strategy & its functional units, processes & systems. * Lack of a model, inadequate information sharing, unclear lines of responsibility & accountability, unsupportive power structure. * Paralysis by analysis * Too much focus on analysis & formulation, relaxing on way resources are allocated & way in which operational decisions are made. Leaders trained to formulate not implement. * Important not to combine financial & budgetary processes with strategic intent & direction. * Risk that strategic planning will stifle creativity & innovation. * Politics & resistance * Political pressures pose a threat. Once strategy documented it’s more accessible to rivals. * 2 forces. Rational (explicit)– openness, communication,...
Words: 2269 - Pages: 10
...PSYCHOLOGY AND/OR CULTURE CAN HELP MANAGERS THINK CLEARLY ABOUT RISK AND UNCERTAINTY By SALAMI, SIKIRU ADIO Matric No.: 129022064 BEING A TERM PAPER PRESENTED TO PROFESSOR R.O. AYORINDE PROGRAMME: MASTERS OF RISK MANAGEMENT DEPARTMENT: Department of Insurance & Actuarial Science FACULTY: Business Administration University of Lagos April, 2014 1 TABLE OF CONTENTS INTRODUCTION PEOPLE’S ATTITUDE TOWARDS RISK CUTURE THEORY CHRONICLING RISK CULTURE STRENGTHENING RISK CULTURE Road Map For Continuous Cultural Improvement MEASURING CORPORATE CULTURE CULTURE PERSPECTIVE -Functionalist and interpretive view of culture ATTAINING RISK MATURITY CONCLUSION REFERENCES INTRODUCTION This paper intends to examine the influence of culture, and psychology of human behaviour on the appreciation of risk and uncertainty. In other words, the paper seeks to provide managers with the proper tools to develop sound responses to risk based on objective analysis of facts in lieu of distorted cultural biases and shallow psychological influences. Effort would be made to chronicle how our responses to risk are often influenced by heuristic biases, psychometric paradigms, and emotional literacy. These influences form the attitudes that become mental hurdles to approaching risk objectively and proactively. Risk in general terms is the possibility of deviation from expectations. Risk covers the entire spectrum of known and unknown possibilities. Risk in this sense...
Words: 3638 - Pages: 15
...Overview: 1. What are the basic principles of corporate governance? • Transparency: Are the board telling us what is going on? • Accountability: Is the board taking responsibility? • Corporate Control: Is the board doing the right thing? 2. What mechanisms are suggested by the ASX corporate Governance Council? Relating to the three principles stated in the last question. The ASX Corporate Governance Council translates the elements into mechanisms: • Is the board telling us what is going on? →forming an environment to take risk. • Is the board taking responsibility? →clarifying the role of the board and management. • Is the board doing the right thing? →Meeting information needs of investment communities. 3. What is an SME? SME stands for Small and Medium Enterprises. 4. What processes would you expect to find in a company relating to risk management and compliance processes? • Policy/framework • Board commitment, oversight and review • Accountability • Risk processes: o Risk identification o Risk assessment/measurement o Risk response • Robust appropriate internal control and statutory and regulatory compliance...
Words: 1703 - Pages: 7
...---------------- MAN1100 – Assignment 2 Q1. Organisation (or corporate) culture is often considered an important component of successful organisations. Explain how managers can promote ‘work life balance’ within their organisation to improve the culture and therefore productivity. In recent times, there has been increasing interest among organisational stakeholders for introducing work-life balance policies to combat the reduced health and well-being among employees (Kalliath & Brough, 2008). However, Judiesch & Lyness explain (cited in Smith & Gardner, 2007, p. 4-5) that “Other research has also identified situations in which taking leave, regardless of the reason for it, was associated with fewer promotions and smaller salary increases suggesting a relationship between taking leave and perceived commitment to ones career”. This brings about the issue of promoting work-life balance policies in a positive manner so that negative connotations may be avoided. This assignment explains the difficulties associated with promoting a healthy work-life balance as well as how an effective use of policy and implementation relating to work-life balance can improve organisational culture and productivity. Management teams in organisations often find it difficult to promote the use of work-life balance policies due to the negative connotations associated. Wayne and Cordeiro (cited in Smith & Gardner, 2007, p. 5) state that “Employees may perceive that using family-friendly...
Words: 1489 - Pages: 6
...managing health and safety will be considered. While safety priorities and how they are being implemented will be looked into. The use of information from care plan; the importance of risk assessment, the impact of policies on health care practices and how dilemma situation are managed and in addition consequences of non-compliance with law and regulation will be discussed. Lastly, the essay will critically look at how health and safety arrangement are monitored and review and also analyse the effectiveness of positive health and safety culture in health care organisation. In conclusion, my own contribution to health and safety needs will be discussed and recommendation made. Task 1: 1.1 According to oxford English dictionary (2014) “Policy is defined as a course or principle of action adopted or proposed by an organisation to direct and limit its action in pursuit of a long term goals,” examples smoking policy, manual handling policy. While a procedure on the other hand is an established or official ways of doing things or a series of actions conducted in a certain order or manner, examples are incident report procedures, hand washing procedures. These two are being regulated under specific laws or legislations which define the governing legal principles outlining the responsibilities of organisation and mployees to protect the safety of individual. Legislation can be defined as rules and laws made by the government (your dictionary, 2014). Examples are care standard...
Words: 5662 - Pages: 23
...their marketplace. With the advent of global markets and global organisation it is no longer safe for companies to remain in the past. They need to be agile and be able to react to change quickly. A key ingredient in having this ability is based on the culture of the organisation. The cultural web model (Johnson, Whittington, Scholes, 2012) is a useful model to examine how the culture of the company contributes to the internal forces resisting the external pressures for change. The culture web allows us to examine each of the different levers that can be used to help bring about a cultural change or new paradigm within the organisation. A summary of the model is presented in Figure 1. Figure 1: Cultural web model Taking each of these subsystems in turn a paradigm can be defined that gives insight into the culture of the company and what companies values stand for. Symbols The paperclip example of Eastern focusing on the low value item is symbol of the importance of cost. The historical photos on the walls such as the ‘old mill’ and retained old office names reflect a company holding on to older values. We are told that Gareth Eastern was not ostentatious, again reinforcing the frugal culture. Power structure Murphy’s appointment was pushed through by John Southgate. We are told that Eastern tries to maintain a ‘paternalistic culture’ and that the company is ‘Slow to action’ and ‘risk adverse’ wanting just to focus on current...
Words: 672 - Pages: 3
...seem to be a high focus on sustainability, sustainable development and sustainable work systems. Within the context of work organization and organizational behavior, sustainability refers to the continuous development of individuals, teams and organizations. Sustainable work systems relates to the understanding, designing and development of the basic elements that form culture and organization culture, what influences it, and how work systems are influenced by it. Through this assignment, an attempt has been made to study how organization structure, culture and leadership play a critical role when it comes to individual, group and organization’s sustainable effectiveness. The most appropriate structure for an organization depends on its context in terms of goals, environment, technology, size and culture. And the culture of an organization is like air; it is everywhere we look, and it touches everything that goes on in organizations. Organization culture is both the cause and an effect of organization behavior. A strong culture powerfully shape an organization’s long term success. The culture of an organization is greatly influenced by the leadership within the organization. Leadership provides a direction to a group of diverse people to work together for a common goal. Leadership enhances the effectiveness at individual, group and the organization levels. At the core, leadership is about the management of interpersonal processes. Developing the organizational...
Words: 4234 - Pages: 17
...Level 5 Diploma in Management and Leadership Unit 5021 – Operational risk management CARE 4 ME Angela Jackson Content 1. Be able to understand the concept of risk management 2. Be able to understand the identification of risk and risk probability 3. Be able to understand the management of risk response approaches 1.Be able to understand the concept of risk management 1.1 - Discuss the meaning of risk to an organisation Good risk management awareness and practice at all levels is a critical success factor for any organisation. Risk is inherent in everything that an organisation does: treating patients, determining service priorities, project management taking decisions about future strategies or even deciding not to take any action at all. Risk management is the process of identifying, quantifying and managing the risks that an organisation faces. As the outcome of business activities are uncertain, they are said to have some element of risk. These risks include strategic failures, operational failures, financial failures, market disruptions, environmental disasters and regulatory violations. When it is impossible that companies remove all risk from the organisation, it is important that they properly understand and manage the risks that they are willing to accept in the context of the overall corporate strategy. The management of the company is primarily responsible for risk management, but the stakeholders; external auditor and other professionals...
Words: 3249 - Pages: 13
...reporting. • CG in other organisations (e.g. public sector, NGOs). • Ethical and CSR theories – applied to scenarios. • Types and forms of CG (e.g. rules based, principles based, insider, outsider systems, UK Corporate Governance Code, Paper P1 LSBF SoX). • Governance: • Agency theory, stakeholders, Mendelow. – Role of Board. – Unitary/two tier. • Board structures, CEO/chairman, directors, NEDs, – Chair role/CEO chair split. committees. – Induction/performance appraisal. – Reward systems. • Internal control and business risk, Turnbull. – Family based structure. • Ethical theories and business codes – Kohlberg, Gray, Owen – Global standards in governance. and Adams, Tucker, AAA. – Stakeholder classifications. • Professions and the public interest. • Control: • Corporate social responsibility, corporate citizen, footprints – Objectives of a sound system. and sustainability. – COSO failures. – Reasons for internal audit. • Integrated reporting, social and environmental auditing. – Internal control disclosure. • Risk management: Paper P1 Kaplan – Risk committee or risk manager. – Strategic/op/static and • Corporate governance comparison of approaches – public v dynamic risk. private sector. – Risk diversification. • Conflict of interest and independence. – ALARP. • Stakeholders and stakeholder claims. • Ethics: • Function and importance of internal audit. – Absolute/relative, consequential. – Grey, Owen and Adams. • Risk...
Words: 7414 - Pages: 30
...dividing the ant colony into their specific groups. Six elements are addressed when looking at an organisational structure which include; Work specialisation Work specialisation is the division of labour, where an organisation’s tasks are subdivided into distinct jobs, each completed by a separate individual. In the first five minutes of the film we see images of the little lava ants being given their individual working status, worker ants taking their place in the lines of production, and soldier ants training for battle. (A.Judge, what is an organizational structure, 2013) Departmentalization Departmentalization comes into being when jobs in the organisation are grouped together. Jobs can be divided into groups in different ways, functions performed is one of the more popular ways of doing this. In the film there are two major functions to be performed; the function of the worker ants digging tunnels and the function of the soldier ants that fight rivalry pests or insects. Another way could be by the type of product or service the organisation produces or on the basis of geography. Each colony of ants is situated in different areas of the planet and all have their own individual queen and leader. (A.Judge, what is an organizational structure, 2013) Chain of command Chain of...
Words: 5652 - Pages: 23
...linked and compliment each other. There has been debate about the difference between leadership and management. With some believing there is no distinction, while others that they should be separated in two defined roles. A common definition is: Management is about the day to day running of a function and getting the right people and resources in the right place with a focus upon implementation. Leadership is about creating a vision for that function and gaining peoples commitment by strategic direction. (NHSBT 5013 Workshop booklet) Effective management deals with resources, finances, time management and the coordination and control over these elements. Managers set goals and focus on reaching their targets. Have good organizational skills and will place people in roles to get the job the task complete. Have detailed planning taking into account adverse events that could prevent them completing task or achieving target. If the outcome gives worse results than expected an effective manager will look to provide a solution. Effective leadership deals with the people their opinions, behaviour and attitude. They will inspire and engage people to follow them and vision. Focus is on building relationships with people around them, can be an effective part of team and lead it at the same. Effective leaders teach others, learn themselves and are able to admit mistakes righting wrongs and apologising quickly. They can adapt to issues and problems if they arise, confronting...
Words: 2562 - Pages: 11
...Table of Content 1.0 Executive Summary 2.0 Introduction 3.0 Mission Statement 4.0 Core Values 5.0 Corporate Values 6.0 Corporate Culture 7.0 Corporate Culture Affect Managers 8.0 Levels of Culture 9.0 Assessing Organisational Culture 9.1 Innovation and Risk-taking 9.2 Attention to Details 9.3 Outcome Orientation 9.4 People Orientation 9.5 Team Orientation 9.6 Aggressiveness 9.7 Stability 10.0 Cultural Web 11.0 Right Culture and right values 12.0 Disadvantage of an Organisation with the Wrong Culture and Wrong Values 13.0 “Right Culture with the Right Values will always produce the best organizational performance” 14.0 Conclusion References 1.0 Executive Summary In this business report, Singapore International Airlines (“SIA”) is the company has been chosen to be the topic for discussion. There will be a few factors that will be discussed. Examples like different culture changes an organization’s competitiveness in the market. We will also be evaluating various objective and methods on how an organization can improve, develop and influence to build a stronger management process. The objective of this report is to analyse and explain how SIA, a Singapore company changes its culture to suit a dynamic changing environment and became a successful company with its corporate values and cultures. 2.0 Introduction Singapore Airlines’ history can be traced back to 1st May 1947. That was when a Malayan Airways Limited Airspeed Consul flew from Singapore...
Words: 2924 - Pages: 12
...1. 1. Approximately what percentage of the wortd's gross domestic product is spent on projects? a. 10 percent b. 25 percent c. 50 percent d. 75 percent b. 25 percent 2. 2. Which ofthe following is a I'IOt a potential advantage of using good projectmanagement?a. Shorter developmenttimesb. Higher workermoralec. Lower cost of capitald. Higher profitmargins c. Lower cost of capital 3. 3. A ___ is a temporary endeavor undertaken to create a unique product, service, or result. a . program b process c. project d . portfolio c. project 4. 4. Which of the following is not an attribute of a project? a. projects are unique b. projects are developed using progressive elaboration c. projects have a primary customer or sponsor d. projects involve little uncertainty d. projects involve little uncertainty 5. 5. Which of the following is not part of the triple constraint of project management? a. meeting scope goals b. meeting time goals c. meeting corrmunications goals d. meeting cost goals c. meeting corrmunications goals 6. 6 . ___ is the application of knowledge, skills, tools and techniques to project activities to meet project requirements. a. Project management b. Program management c. Project portfolio management d. Requirements management a. Project management 7. 7. Project portfolio management addresses ___ goals of an organization, while project management addresses ___ goa • . a. strategic, tactical b. tactical, strategic c....
Words: 4586 - Pages: 19
