Professional Documents
Culture Documents
Assignment
Assignment
Assignment
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Executive Summary
and how it should be aligned with the strategic goals and objectives of the organization. The
and analyzed by applying the cultural and critical lens, thus finding the set pattern and beliefs of
the bank in the Australian setting. It is followed by discussion of findings from both the
perspectives. The interpretivism and the feminist perspective are also applied in the cultural and
critical findings. In order to understand the culture of the organization in a deep way, the
Scheins model is applied so that the complexity present in the study of culture can be simplified.
The findings of the study reveal that the Commonwealth Bank of Australia is having a
coordinated and collected understanding of the customer centric approach and objective of the
organization with all its policies and programs revolving round this approach. Recommendations
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Contents
Executive Summary.....................................................................................................................................2
Introduction.................................................................................................................................................4
Purpose:...................................................................................................................................................4
Scope:......................................................................................................................................................4
Methods:..................................................................................................................................................4
Limitations:.............................................................................................................................................5
Background of Commonwealth Bank of Australia:.................................................................................5
Findings.......................................................................................................................................................6
Cultural View:.........................................................................................................................................6
Critical view:...........................................................................................................................................6
Discussion...................................................................................................................................................7
Cultural Approach:..................................................................................................................................7
Critical Approach:...................................................................................................................................9
Conclusion.................................................................................................................................................11
Recommendations.....................................................................................................................................12
References.................................................................................................................................................14
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Introduction
Purpose:
The purpose of the report is to analyze and discuss the culture and management related to
the Commonwealth Bank of Australia through the lens of cultural approach and critical
approach. The culture theory helps in understanding the organization with the help of a cultural
lens with having focus on attitudes, beliefs, values, ceremonies, rites and rituals of the
organizational members. On the other hand, the critical theory reveals how technological and
social cultures operating within the organization serve to oppress its members and workers
(Schein 2010).
Scope:
covering all the regions with the focus on the culture and values of the bank it always focuses to
maintain in its organization. The scope of the study also extends to the management system of
the bank along-with studying hegemony and resistance present in the organization with taking
Commonwealth Bank as the site of domination, thus uncovering the communication practices in
the organization.
Methods:
In order to do the research, secondary sources of gathering information are sought, such as
Commonwealth Banks own website, newspapers and internet sources covering the information
related to the culture and critical aspects of the organization. Through the cultural lens, the multi-
level perspective on culture will be studies through Scheins model of organizational culture and
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considering the culture as root metaphor (Silverthorn 2005). The critical lens will be applied
(Keyton 2010).
Limitations:
As the report is framed through the view of observation from secondary sources on information
information. The complexity of the culture is not deeply discussed in the Scheins model which
services in Australia and the services include premium banking, retail banking, institutional
banking, insurance, superannuation, funds management, investment and products and services
related to share-broking. The company is one of the largest listed companies on the Australian
exchange. The major strategic strengths of the company are its brand, diversified business mix
and scale. The bank is the most recognized one in the Australian market having strong domestic
presence.
It also operates the largest financial services distribution network in the region and has
the largest customer base. The financial objective of the company is to attain the total
shareholder return in the top quartile over every five year period (Commonwealth Bank
overview 2013).
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Findings
Cultural View:
Customer oriented with focus on doing tasks that seem conflicting in a simultaneous
manner.
Values diversity in leadership with fostering a culture where people are engaged, valued
and passionate as the success of the company is directly linked with the success,
interpretivism discourse.
Values include excel in the customer service (Determined to be different. How did CBA
flexibility rating.
Presence of annual People and Culture survey.
Inculcating respect and focus on the aspect of inclusion for the workforce so that they can
Cultural Approach:
The culture is a complex term which is constructed in a communicative manner and a system that
is historically based on assumptions, interpretive frameworks and values that provide guidance
as well put a constraint on organizational members as they do their routine work and tasks within
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their defined organizational roles and confronting the challenges they have to face in their work
environment.
Considering the Scheins model, the three interrelated levels of culture are artifacts and
creations, values and five basic assumptions which include relationship of humanity to nature,
the nature of reality and truth, the nature of human activity, human nature and human
Considering the model for the Commonwealth Bank, the artifacts and creations include physical,
number of employees working in the organization, written manuals for discipline, etc. Values
include common basis for acting and operating together in organizational roles and constructions.
The overall culture of the bank seems to be driven by the organizational value of being customer
oriented. Every part of the culture including employee-employer relations, business meetings,
core values, etc. is driven by customer oriented approach (Adaptable work practices 2013).
The third level of the model is core assumptions that every member of the organization
holds about the company. These core assumptions are well embedded in the organization and are
reflected in the work of people working there. The core assumptions related to the
Commonwealth Bank of Australia are customer centric environment, trust and safety. Talent and
leadership are uniformly embedded in the cultural environment of the bank along-with focus on
activities are organized in order to address the need of diverse groups working in the company as
well as at the wider level comprising of Australian community. Activities include interaction with
indigenous people, other ethnically and culturally diverse groups, and employees with
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high potential workers in the bank as it enhances the strategic leadership skills, helps in building
create social relationship of collective and coordinated actions. Organization and communication
are coproduced as is observed from various related programs and activities organized by the
bank for its employees and increasing their professional network, such as CommLeader, Career
Resiliency Program, My Mentor, etc. All these programs are meant for organizational members
and emphasize on the organizational culture and values related to maintaining leadership and
there is integration of the vision into the fabric of organizational culture which is enabled by the
focus on ongoing efforts for employee engagement and inclusion (Women in Leadership
spirit are built into employees performance and reward systems. There is demonstration of
evidence of teamwork, trust and collegiality through various offerings and programs run by the
bank. It includes strong commitment to flexibility as well as its widespread use. There is also
focus on results over face time (Respect and inclusion 2013). By inculcating such aspects in the
culture, employees are enabled to work in such a way that best allows them to have a work life
balance, and at the same time, meeting the needs of the business and its customers. Methods of
communication used for reinforcing diversity initiatives, practices and policies include intranets
which involve CommNet and HR Intranet, CBA-TV, internal proprietary television channel,
newsletters, brochures, and telephone lines for support and advice (Commonwealth Bank of
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Critical Approach:
The critical approach is related to the understanding of the management system of an
organization with aspect of creating more humane workplace and seeing whether there is
presence of rigid hierarchy and workplace practices. Instead, there are formal work flexibility
options present for employees, and ongoing leadership development programs meant for general
managers and executive managers. CBA started working with AGSM executive programs in
2010 and they are still in collaboration for developing new and innovative leadership
development programs. The in-house programs include Strategic Leadership Program for
General Managers and Influential Leadership Programs for Executive Managers. The connection
and alignment of these programs with the capabilities of the company is observed through the
critical perspective. There is connection of these programs with the five leadership capabilities of
the company. They include: commercial acumen, customer focus, growing talent, driving results
and leading the company and market with vision and values (Diversity in leadership 2013).
As customer is the central point of the company, getting a buy-in from the workforce is
the primary and the first step in the customer centric approach, which is embedded in the
organization at its core value level. However, employee engagement is not very high in the
organization. There are almost 60% people in the bank who are not commitment and almost half
of those 60% are actively disengaged. It shows oppression and resistance present in the
workforce.
In regards to resources and control, there is no strict control seen in the bank which can
lead to oppressed employees. Instead, there are various employee benefit programs and activities
that help in reducing employee resistance that can arise at any point of work in the organization.
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Satisfied employees are the key to the success of an organization and Commonwealth Bank of
Australia does every effort to contribute the professional and personal development of its
have a shared goal and understanding of how their collective efforts are greatly enhanced by the
practicing inclusion and greater diversity. The communication strategy is strong and consistent
with presence of professional development programs, senior leaders seen working in the new
activity based work environments and mandatory senior level training. Furthermore, annual
people and culture survey shows that the organization is having proper resources to monitor and
check implementation of its programs and policies, and their results (Diversity 2013).
The feminist perspective is studied through analyzing the involvement of women in the
diversity initiatives of the concerned bank. As a part of including diverse groups in the company,
the bank took an initiative named Women in Focus in 2007 which was meant for women in
business without focusing on questions such as where they bank or what they do. The purpose of
the program is to inform, inspire and ultimately connect women. It is done through various
programs, events, online community, sponsorships, annual conference and partnerships. Tens of
thousands of women in Australia are benefitted through this program every year. Women make
61% of the total workforce and 45% of the total management roles in the organization (Diversity
2013).
My Mentor program which was launched in 2008 is aimed at women in various
organizational roles, such as team member, team leader and manager roles. The mentoring
program has emphasis on self-study, and is run in certain business units of the bank, such as
wealth management, retail banking, and private and business banking. Thus, from the feminist
perspective, there is gender empowerment and promotion of gender equality in the bank with
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Regarding hegemony, there is emphasis on leadership building and there are separate
programs for developing the leaders. Ongoing training and mentoring for development of leaders
is done for both men and women in the organization (Diversity in leadership 2013).
Conclusion
Organizational culture is a complex aspect of any organization. Organizational theories
put the cultural and critical perspective for understanding the stake of organization towards the
values it desires to inculcate and flourish in its culture. Cultural findings show that the
organizational culture of Commonwealth Bank is customer centric and all the policies, programs
and values running and embedded in the organization revolve round customer centric approach.
There is various communication methods used for spreading the information the company wants
to spread to its employees. The communication practices, programs and leadership training are
centered towards inclusion of diversity in the organization. The cultural type is interactional, and
the ceremonies and cultural networks are built over developing professionalism in the workforce
organizational roles.
The critical finding is that there is no strict hierarchy and control over employees that
reduce the level of oppression among the employees and facilitates employee engagement.
However, there is lack of perfect employee engagement and many members are actively
disengaged. This should be done away with proper leadership development. There is equal
managers taking the responsibility of telling stories about customers having good ideas and how
important customer are for the organization. In this manner, the disengagement can be turned
around. As employee engagement also affects organizational goals and role clarity, the bank
should take a web of initiatives for making the organization customer centric. As culture in itself
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a complex phenomenon, the cultural change should be taken at multiple fronts. Strong leadership
which also involves the staff in innovation and designing new business processes is
recommended, thus making a contribution to the success of the organization. Recruitment in the
cultural mix and collaboration between the management and information systems are required
for attaining desirable results (Determined to be different. How did CBA achieve this 2011).
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References
Adaptable work practices. 2013. [Online]. Available at: https://www.commbank.com.au/about-
September 2013].
Commonwealth Bank of Australia: taking cultural appreciation to the next level. 2012. [Online].
September 2013].
September 2013].
Determined to be different. How did CBA achieve this. 2011. [Online]. Available at:
http://www.asb.unsw.edu.au/executive/media/leader/Documents/March%202011.pdf
September 2013].
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Keyton, J. 2010. Communication and Organizational Culture: A Key to Understanding Work
Experiences. SAGE.
September 2013].
Schein, E.H. 2010. Organizational Culture and Leadership. John Wiley & Sons.
Women in Leadership Commonwealth Bank Case Study. 2012. [Online]. Available at:
http://www.wgea.gov.au/sites/default/files/CBA_case_study_new%20template.pdf
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