Analysis of Culture, Power, and Politics in Cham-Pa Group | Môn Organizational behavior - Đại học Kinh Tế Quốc Dân

lOMoAR cPSD| 58675420 TABLE OF CONTENTS
CHAPTER I. INTRODUCTION ________________________________________________________________ 1
A. ABSTRACT OF THE PAPER __________________________________________________________________________________ 1
B. BRIEF INTRODUCTION TO THE ORGANIZATION: CHAM-PA GROUP ____________________________________________ 2
CHAPTER II. MAJOR FINDINGS ______________________________________________________________ 2
A. THE INFLUENCE OF CULTURE-POWER-POLITICS _____________________________________________________________ 2
a. Culture ________________________________________________________________________________ 2
1. Edgar Schein’s Model ____________________________________________________________________________ 2
1.1 Artefacts _____________________________________________________________________________________ 3
1.2 Values _______________________________________________________________________________________ 3
1.3 Underlying Assumptions _________________________________________________________________________ 4
1.4 Impacts upon Individuals’ Behavior and Organizational Goals ___________________________________________ 4
2. Charles Handy’s Model ___________________________________________________________________________ 5
b. Power _________________________________________________________________________________ 6
1. Power Sources __________________________________________________________________________________ 6
2. Power Tactics __________________________________________________________________________________ 8
c. Politics ________________________________________________________________________________ 9
B. THE INTERRELATIONSHIP REGARDING CULTURE-POWER-POLITICS __________________________________________ 10
CHAPTER III. RECOMMENDATIONS FOR CHAM-PA GROUP__________________________________ 12
CHAPTER IV. CONCLUSION ________________________________________________________________ 14
TABLE OF FIGURES ________________________________________________________________________ 15
REFERENCES _________________________________________________________________________________ 16 CHAPTER I. INTRODUCTION A. Abstract of the Paper
In this paper, the writer will investigate and analyze the cultural-power-politics
aspects of a company known as Cham-Pa Group. It is divided into two main parts: first is
inspecting how each factor impacts employee, team, or group behavior and performance,
along with the accomplishment of organizational goals; second is evaluating the
interrelationship between the three factors and consider the effect they possess upon
individuals’ conduct and corporate objectives. Finally, after having obtained required
information, few recommendations will be made for Cham-Pa Group in accordance with
their existing problems in the company. lOMoAR cPSD| 58675420
B. Brief Introduction to the Organization: Cham-Pa Group
Cham-Pa Group Joint Stock Company (CPA) is a relatively new establishment
which was founded in the year of 2018, aspired to become a specialized organization in the
field of technological equipment manufacturing. Despite such fact, after a few years, their
field of work has broadened further, from manufacturing electronic devices to software
production, selling equipment, and developing technology solutions as well.
In 2019, CPA had successfully developed an IoT (Internet of Things) device solution
for fire alarms in order to serve the society. Since then, they have been a supplier for fire
warning equipment, especially helping the Fire Police force to obtain fire-related incidents
quickly, minimizing the damage caused by fire and explosion. Currently, their products
were and are being supplied for over 200,000 businesses. CHAPTER II. MAJOR FINDINGS
A. The Influence of Culture-Power-Politics
Enterprises are built with people. People is the base of everything, from their
creators to the employees, managing operations to affecting the organizational
performance. Without people, an enterprise would just be a name without its meaning.
Although, having the existence of people and have them working is not enough. In order
to assure that the company can operate efficiently, non-work-related activities and
behaviors need to be coordinated in a way that is beneficial to the organization. a. Culture
A system of common understanding maintained by individuals that differentiates the
company from various others is referred to as organizational culture (Schein, 1996). Or
rather, it can be simply defined as continuous, identifiable behavioral tendencies within an
enterprise. In order to investigate into CPA’s culture, interviews with several of their
employees was conducted by the writer. Thus, based on obtained information, the cultural
aspect will be analyzed through two models: Edgar Schein’s, and Charles Handy’s. 1. Edgar Schein’s Model
Schein proposes a model of organizational culture that distinguishes three levels of
culture: artefacts, values, and underlying assumptions (Schein, 2010). As the model lOMoAR cPSD| 58675420
emphasizes the many layers of each organizational culture as well as the principles to
consider, it assists companies in recomposing their culture by using the model's elements. 1.1 Artefacts
The first layer of Schein’s model is artefacts. It is any physical, visible, or audibly
recognizable parts of the constructed physical and social environment within an
organization (Mullins & McLean, 2019). For instance, one of CPA’s mottos is “The
Quality of our Service is also our Reputation in the Market”.
Figure 1: Cham-Pa Group’s Logo (CPA, 2018)
As for CPA’s logo. It is relatively simple with their organizational name written on a red
block. Regardless, simple as it may be, there is still a meaning behind such graphical
design. The color red in which CPA chooses to be on their logo represents the devotion
spirit of each CPA’s employee upon working to execute their mission. On the other hand,
since CPA is not a large-scaled company; hence, they do not have an official uniform.
Although, they do have a certain dress-code where employees are required to wear white
shirt along with a dark color trouser or skirt. The founders’ idea regarding this is to provide
their personnel with a sense of community as well as mitigate differences within the organization. 1.2 Values
Values can be understood as statements an enterprise makes about their culture and
business practices (Schein, 2010). These give greater insight into corporate culture than
artefacts and may be changed to achieve a better level of cultural transformation.
CPA’s mission is to assist in providing a safe as well as convenient life for their
consumers; whilst their vision is to become a top company specialized in studying,
developing, manufacturing, and providing solutions regarding IoT in Vietnam. These two lOMoAR cPSD| 58675420
concepts are supposed to be inextricably related and interdependent ideas (Bowen, 2018);
but in the case of CPA, their mission directly serves as a fundamental criterion in order to
achieve their short-term objective: to provide quick fire-alarm communication solutions
for over a million customers in the next three years. The reason for this occurrence is
because CPA tends to change their mission in accordance with their objectives so that the
employees can always know what they are aiming for in different stages of organizational development.
Another element which is important for corporate culture is core values. CPA is
currently applying three core values in their company: “Creativity – Dedication –
Solidarity”. Initially, their field of work requires creativity in order to develop technology
solutions. Furthermore, dedication is needed since CPA’s personnel needs to be reminded
of their mission and be conscious about customers’ safety. As for the value of solidarity, it
is suggested by the founder so as to unite people, encouraging employees to act and behave
as a community within the organization. 1.3 Underlying Assumptions
For every organization, there are unwritten norms and rules in which only people in
company knows and performs without the need to be reminded of. Such, according to
Edgar Schein, are called underlying assumptions. After investigating CPA’s workplace
for a few days, the writer has realized that there exists a noticeable conduct where if any
problem were to occur, people will discuss them with their group, department, or sometime
even with the whole company (CPA only consists of approximately 40 individuals).
Basically, anyone in the company can convene individuals whom are related to the topic so
as to discuss and solve a problem. Other than that, there is one more behavior which was
found in the majority of CPA’s employees: people are frequently honest and criticize others in a respectful way.
1.4 Impacts upon Individuals’ Behavior and Organizational Goals
In order to efficiently analyze the influence of organizational culture, in accordance
with Schein’s model, relationship between the three layers of culture will be utilized by the
writer. At the lowest, or the inner-most layer – underlying assumptions, CPA has displayed lOMoAR cPSD| 58675420
their liberty of discussion (without any barrier regarding position, profession, or obligation)
as well as giving critical opinions between individuals. Although outsiders may see such
behaviors as identifications for unition, people within the company may not perceive them
in the same way; hence why CPA reminds employees by having one of their core values
being “solidarity”. According to research by Gregory et al. (2009), there is positive
association between cooperation, cohesiveness, employee participation and organizational performance.
On the other hand, not only does CPA’s values layer contain mission, vision, and
core values; they also stated out their short-term goal. Such clarification of goals that
individuals can committed to gives incentive for development as well as increases
productivity (Mayer, et al., 2020). Ultimately, factors concerning their artefacts are
noticeably comprehensive with their core values: “dedication” is presented through their
motto, the color of their logo supports “creativity”, and their dress-code exhibits their
“solidarity”. These elements take account in promoting the company as a reputable service
organization (Kohli & Suri, 2002) and encourages employees to be conscious of their
behaviors towards colleagues as well as customers. 2. Charles Handy’s Model
Unlike Schein’s model, Handy (1993) classified organizational culture into four
main types: Power Culture, Role Culture, Task Culture, and Person Culture. Such allocation
is presented base on two factors: “formalization” – the extent to which defined regulations
and processes determine how personnel should perform, and “centralization” – the degree
to which power is delegated within a company (Fredrickson, 1986). From the writer’s
obtained information, CPA is evidently exercising the Task Culture.
Like any other organizations, CPA has rules and regulations in order to develop a
standard framework for how to act and handle in different situations. They consider their
rules to be the company’s “constitution” – the base to form regulations. Moreover, in
order to ensure the quality of work as well as stable qualified products, the organization
has built work procedures and production processes to minimize risks. Thus, it is
recognizable that CPA has a high level of formalization in their company. Regarding the lOMoAR cPSD| 58675420
power centralization aspect; since the organizational structure of CPA is build based on
functions and tasks, any decision within the Power of Attorney or in the job description,
individuals can also make the decision. Those that are not in the authorization, only then
will they be submitted to the leader for decision-making (rarely occur).
Having task culture exist within an organization has its advantages as well as
drawbacks. Although it allows employees to possess more flexibility regarding
decisionmaking, the high level of formalization make it difficult for them in terms of
changing working procedures so as to adapt with certain situations. Stated in Values, their
field of work requires creativity; and by not allowing people to improvise, their creativity
will thus decrease for they are only permitted to follow explicit rules and regulations
(Amabile, 1998). On the other hand, to distribute works based on profession and
experiences held significantly positive effect upon individuals’ performance (Gunaseelan
& Ollukkaran, 2012). This will then affect organizational performance as well, leading
them to thrive further towards CPA’s ultimate vision (mentioned in Artefacts). b. Power
A company is a small and condensed society; and within that society exists a power
hierarchy of its own. In order to assess CPA’s power situation, two tools will be used in this
section: power sources, along with power tactics. Additionally, several CPA’s managers
and employees were interviewed by the writer so as to obtain internal information. 1. Power Sources
Normally, requests are offered along with certain trade-offs between individuals;
despite that, there are situations where requests are made without any exchanges as the
person who offer them possesses some kind of power, or to say have influences towards
the other person. Such influence is called power bases, or in some circumstances, power
sources. Regarding this section, Manager A along with Employee A was interviewed by
the writer; and it was confirmed that while the manager dominantly displays their formal
power, the employee usually utilizes their personal power instead.
In CPA, legitimate power is always present, but limited in a way. Works are
normally sent down as per the company hierarchy, and it is compulsory for subordinates to lOMoAR cPSD| 58675420
perform such required tasks which are assigned in line with their expertise. In short, despite
Manager A can deliver works to employees, they can only give those that are within their
responsibilities; any duty outside obligations will only be executed in accordance with an
individual’s voluntary spirit (based on the Vietnamese Labor Law). On the other hand,
though Manager A may have the authorization to decide certain problems, is not allowed
to use their influence to impose employees. The only situation where actions of coercive
power within CPA would be accepted is when the corporate vitality depends on it.
Furthermore, because the company has a policy of rewarding individuals with good
achievements at work which are disclosed transparently in CPA’s regulations; thus,
Manager A does not possess any reward power upon others within the organization.
As for the employee personal power; it can be recognized from obtained information
that they use expert power as well as referent power. Initially, expert power is considerably
dominant for technology-focused companies such as CPA, since not everyone is educated
about IT (Information Technology). As Employee A possesses a high level of specialist
knowledge, they are frequently sought under for any important decision which is related to
their profession, resulting in people accepting their request out of the admiration or/and the
desire towards their knowledge. Secondly, regarding referent power; CPA contains only
several individuals that owns such authority, including Employee A. They are very creative,
always find an effective way to execute their tasks, and has the ability to lead as well as
inspire people within the company. In this case, others in the organization listen to their
request because they admire their traits and personality. Additionally, they do not possess
information power nor connection power for it is considered as abuse of power, and
penalty for such actions could vary from temporally suspension to dismissal in accordance with CPA’s explicit rules.
Overall, it is recognizable that different sources of power will affect individuals
within a company in various ways. Such as, by self-defining one’s own power sources and
utilize them efficiently can then make people around them to act as they desire (Frost &
Moussavi, 1992). For a group, this can create mutual understanding as well as solidarity;
for a company, not only does this can aids them in sustaining the organizational hierarchy, lOMoAR cPSD| 58675420
but also can generate more values as people are more conscious regarding how their
abilities could influence others. On the contrary, abuse of power could also bring chaotic
situations to an enterprise (Stern & Grabner, 1973), which can lead to internal divisions and unhealthy coalitions. 2. Power Tactics
Whilst power sources are what people earned, power tactics are more like things
that they do to prove and display that they are worthy of said power bases. For this section,
the writer had investigated several people (apart from said ones from Power Sources)
within CPA so as to obtain more samples regarding different power tactics.
Manager B was confirmed to be utilizing inspirational appeals and consultation
tactics. In CPA, they have this certain session every week about sharing experiences and
new knowledge in order to give personnel the opportunity to broaden their mindset or/and
perspective of things. The manager frequently participated in these sessions. After
observations, the writer has concluded that majority of the individuals whom participated
in the said session was motivated and felt connection as well as the urge to follow the
manager ideology. Some said that Manager B’s values are quite compatible and can be
relatable with their own; thus certifies the manager’s inspirational appeals towards others.
Furthermore, they claimed that they usually inquire people about several topics or/and
problems related to the company in order to gain more agreeableness amongst CPA’s
personnel. Although it has yet to be confirmed with thorough investigation due to time
limitation, based on the manager’s position as well as how people perceive them in general,
this self-proclaimed consultation trait has a high possibility of being accurate.
There was one more employee that was investigated by the writer because of their
ability of rational persuasion. Initially, the rational persuasion tactic is only used by a few
individuals whom has an above-average sense of logic and deliberation (Buckle, 2003). In
their case, there was an occurrence where they desire a higher salary and had prepared
necessary critical reasons for the demand letter. Detailed information was not disclosed,
but after several working-days, they had received their confirmation letter for a raise. lOMoAR cPSD| 58675420
In conclusion, power tactics have direct relationship with power sources. It
demonstrates how to gain as well as to sustain power in general, for “power cannot be
given; it must be won” (Martin & Sims, 1956). By applying the correct tactic, one can
easily be superior without the needs of position nor experience. People whom exercises
these tactics frequently are said to have higher level of development potential (Fairholm,
2009); hence affects their personal productivity as well as performance. This could then
assist the organization in terms of achieving their goals; as people whom efficiently
utilizing such tactics are usually within the top of the hierarchy, making important decisions
and gaining accomplishments for the company. c. Politics
According to Deutsch (1970), “politics is the making of decisions by public means”;
though for this section, politics refer to political behaviors within an organization, not the
politics which is normally seen in society. They are not obligatory as part of a person's
formal role but impact, or seek to influence, the allocation of benefits and drawbacks within
the enterprise (Drory & Romm, 1990; Ferris & Hochwarter, 1995). As stated in Values,
CPA is an organization where people featured solidarity. Their ideology revolves around
the belief that every department is related to each other and it is compulsory to be
transparent in terms of behaviors.
It was reported that the company used to have problems with coalitions. This
conduct was considered to be toxic and identifications for selfishness as well as reducing
the organization’s unition back then, thus was handled immediately in order to minimize
negative impact. On the contrary, coalitions between groups were addressed by several
managers to have unexpected but positive effects upon employees. As for information
regarding reciprocity, such behaviors are frequently executed in CPA. For instance,
because the company does follow the Role Culture, hence sometimes an employee can be
given works which are not compatible with them. In this case, they could exchange their
works with others whom reside in the same department in trade for future requests or/and
favor. Lastly, similar to many enterprises, CPA’s personnel also execute the networking
political behavior. Take Manager A as an example: they usually go out for golfing with lOMoAR cPSD| 58675420
higher-ups in the company every week, and frequently arrange monthly outings on
weekends to the suburbs or resort places.
With obtained and analyzed information, the writer has concluded that CPA
possesses a medium level of political behavior. Factors that contribute to this result varies.
To begin with, CPA has an explicit development pathway for employees; and this reduces
politics competition as their advancements are stated clearly without any bias. Moreover,
a quick direct survey conducted by the writer has showed that their personnel possess high
level of trust with others in the company; which could be an after-effect of being an
enterprise that consist only about 40 individuals (Bonacich & Modell, 1980). Apart from
organizational factors, there are individual elements that affect the politics situation in CPA
as well. For instance, people in the company tend to have great expectations of success.
This relates to the occurrence where coalitions between groups is deemed to be beneficial
as they generate healthy competitions amongst employees.
Overall, the political situation of CPA is considerably advantageous. While having
a low or high political behavior could potentially result in many drawbacks such as toxic
competition for high political behavior and lack of motivation for low political behavior
(Farrell & Petersen, 1982); a medium political behavior assists the company in creating a
favorable environment for personal development (DuBrin, 2009). Advancement is a
form of acknowledgement, and people frequently support those who have certain
connections with them. Thus, although political behavior is usually perceived as
selfcentered and illegitimate ways to promote oneself, it is still a necessity for an
organization to have in order to encourage building relationships so that they can achieve solidarity.
B. The Interrelationship regarding Culture-Power-Politics
Elements concerning culture, power, or politics may separately have effects upon
individuals and enterprises; but in order to entirely assess organizational behavior, the
relationship between those factors as well as their impacts will now be investigated and analyzed by the writer. lOMoAR cPSD| 58675420
CPA’s culture has been proven to be relatively healthy; and for that their power
situation is also less condense and more flexible to utilize. They are executing task culture
which has low level of power centralization. This results in their power sources as well as
tactics mostly come from personal traits and experiences, while legitimacy is already a
basic power for every organization. If CPA’s culture were to be a toxic one where people
were imposed on, it would also mean that people would have to work in accordance with
their superiors’ desire (Saremi, et al., 2022). Moving on, as power cannot be abuse, people
tend to conduct less political behaviors since they already have a clear advancement
pathway and reward-punishment system written in the company’s disclose regulations. It
was reported that only 53% of their personnel proactively engage in organizational politics,
the rest do not concern or only partake if required to. The sole reason why CPA has a
medium and not a low level of political behavior is due to their culture. They strive to be
one of the top enterprises within their field, and to even export their products to foreign
countries; thus, they will need to have personnel with high expertise qualifications. In order
to obtain such resource, coalitions between certain groups are required. By efficiently
utilizing coalitions, CPA can assist employees regarding personal development as well as
creating a healthy environment for competitions, because the primary and ultimate cause
of the development of all objects and occurrences is conflict between opposites
(Konstantinov & Daglish, 1982).
In conclusion, it is recognizable that the cultural-power-politics aspects possess
crucial impacts upon CPA’s individual behavior as well as goal accomplishments. Firstly,
having a strong culture encourages employees to proactively follow the company’s
organizational culture (Urbach, et al., 2021). Secondly, people would act more relaxed with
each other, even with higher position individuals, because the enterprise’s power situation
is considerably flexible (Mechanic, 1962). Furthermore, since there are no illegitimate
competitions for advancements in CPA, employees need not to feel anxious over engaging
in the “political game” (Mondak, et al., 2010). Not only can they comfortably work without
the worry of bias, but also be more conscious upon the fact that every political conduct
they execute is for the sake of strengthening relationship with others as well as contributing lOMoAR cPSD| 58675420
to the solidarity value of the company. Ultimately, as people within an organization which
possesses a favorable environment for development unite in such ways, it enhances the
possibility of CPA being able to attain their objectives, as their cultural-power-politics are
undoubtedly built in order to assist the company’s vision.
CHAPTER III. RECOMMENDATIONS FOR CHAM-PA GROUP
For a new establishment such as CPA, their current cultural-power-politics situation
is relatively stable. Despite that, there are still a noticeable problem which need to be
addressed: the formalization level of their culture. As per the task culture, their
formalization level is considerably high; thus, there is less room for work personalization
and process modifications. Through investigation, more than 40% of CPA’s employees is
considerably dissatisfied with such strict regulations. It was reported to be restricting their
ability to be creative, which is an important value of CPA. Regarding this situation, the
writer proposes two possible solutions that the company can consider: to alter their
regulations, or to eradicate the regulations and develop a new basic assumption.
Initially, a suggestion to execute an alteration to regulations where work processes
may be changed to adapt in accordance with the person in charge of the job as well as given
circumstances. On the other hand, the company can dismiss the regulations about
compulsory procedures and utilize them in a recommend framework (which is not a must
to follow). Moreover, as CPA is a rather small enterprise that consists of nearly 40
individuals in total, their underlying assumptions can be develop easier and faster in
comparison to medium or large enterprises. Specifically, after having dismissed old
regulations, the company will then encourage employees to be innovative upon regarding
their work. For instance, as they already have a once-a-week session for sharing
experiences and knowledge, CPA should use or invite professionals and offer that they
share their own methods for performing various types of job. Another deployable activity
is that the organization should frequently changes group members in accordance with a
circular system. The method can potentially aid individuals in getting familiar with
switching environment, hence increases their adaptability as well as experiences upon
different ways to cooperate with others. Ultimately, these solutions can create a favorable lOMoAR cPSD| 58675420
setting in order to encourage creativity and indirectly lead people in a way which is
beneficial to CPA’s accomplishment of organizational goals.
As a side note, although the company’s dress-code is not, theoretically, in favor for
CPA’s organizational objectives (Payne & Landry, 2006; Park, 2013); but it has been
surveyed that employees does not perceive them as a hindrance to their work. Still, the
writer recommended that CPA should have more flexibility, such as alter the rule into
wearing formal clothes. Not only can this maintain personnel’s professionalism but can
also provide them with more choices of outfit and conceivably give employees a more
comfortable environment to work with. lOMoAR cPSD| 58675420 CHAPTER IV. CONCLUSION
Overall, the paper has successfully addressed and evaluated CPA’s organizational
behavior regarding the three elements of cultural-power-politics. Their influences upon
employees’ behavior and goal accomplishments were discussed in detail along with
prestige journals as well as authentic evidences from the company’s personnel. Ultimately,
critical suggestions were made so as to support the enterprise in the perfectioning process
of their approach towards organizational behavior. lOMoAR cPSD| 58675420 TABLE OF FIGURES
FIGURE 1: CHAM-PA GROUP’S LOGO (CPA, 2018)................................................................................................................5 lOMoAR cPSD| 58675420 References
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