Business Culture and Strategy Outcome2

Importance of Organisational Culture

Organisational cultures are created by people. An organisations culture is
also created and maintained by the organisations leadership.
Organisational culture is important to alphabet games because the culture
of the workplace shapes the way the employees act and relate to others
both internally and externally. This can have a significant effect on the way
the organisation operates. The culture is the feel we get when we walk into
an organisation, made up of assumptions, values and norms. The attitude,
behaviour and traits that dominate the organisation can affect the way we
act with other individuals. Every organisations culture varies.
There are four main elements of culture, which are:
1 Basic Assumptions tells employees how to feel and think about things.
2 Values what ought to be in an organisation.
3 Norms the way employees should behave.
4 Artefacts visual demonstration of the culture.
Shared values are beliefs, concepts and principles that underline the
culture of the organisation, which determines the behaviour of its
employees. These values link an organisation together. An example of
shared values in Alphabet games is their extensive experience in software
development which has developed into a world renowned reputation for
excellence, quality and innovation. This tells the employees what is
important to Alphabet games and assumes that employees pay close
attention to providing such a service.
Taken for granted assumptions tell employees how to perceive, think and
feel about things and is the real core of the culture. An example of taken for
granted assumptions in Alphabet games is passion for software
development, this was first evident between the three friends and has been
passed down through the company. This has contributed to the continued

success of Alphabet games as all employees will be working towards the

same goal.
Current Management Approach
Deal and Kennedys work hard play hard culture is a classification for
organisations that take fewer risks but can achieve a quick turnaround if
they receive negative feedback. Alphabet games need to supply customers
with a quality product and service is the primary culture value. The case
study shows that more than good looks are needed to make great video
games, this shows that quality is very important and strive to stay ahead by
investing in developments to advance their products. An example of this is
also shown again in the case study; As video games have become more
life-like, the company has pursued the concept that the games world may
also react in a realistic manner. The work hard play hard culture will have a
positive effect on the management approach at alphabet games. The case
study shows that the need to align to the principals and ethos at Alphabet
games has been a primary concern when requiting, but the underlying
need for passion and quality has always been a minimum requirement in
staff. This type of culture is characterised by high levels of activity,
employees are motivated by the lower risk decisions and fast feedback on
their performance.
Alternative Organisational Culture
Deal and Kennedys bet the organisation culture is slow feedback/high risk.
The consequence of this is stress because of high risk and delayed
feedback. By adopting this culture Alphabet games could suffer the impact
from larger companies. Alphabet games are good at planning ahead as the
case study shows, high risk provides the possibility of high reward and this
dynamic has created market opportunities for the more aggressive and
creative companies and development, but as technology advances at such
a speed they need to move fast. Alphabet games must make quick
decisions based on what the customers want. The bet the organisation
culture would be best for planning for the future. By factoring in expanding
risk to their business plans and projects they can ensure the right decisions
are made. This may not have a positive effect on the management

approach due to feedback being slow as it can sometimes take years

before knowing whether a decision has paid off.
Organisational Culture and Behaviour
The cultural web identifies six elements that make up what Johnson and
Scholes call the paradigm which is the pattern or model of the working
environment. All factors can be identified in both the culture of an
organisation and the behaviour which makes them so similar. They are so
closely linked that one can influence the other. The culture can alter the
behaviour of the employees and the behaviour can define the culture.
Behaviour can change instantly when facing new circumstances but to
change culture would take time and effort from management. In most
organisations the behaviour of employees is learnt from management.
Alphabet games have a strong management approach, both in culture and
behaviour. They aim to satisfy customers by being at the top of their game
by offering bespoke software solutions and outstanding gaming graphics
which influence employees to follow their example. This shows that there is
a link between the culture and the behaviour of Alphabet games. The need
to align to the principals and ethos of Alphabet games has been a primary
concern when requiting, but the underlying need for passion and quality
has always been a minimum requirement. This shows the link between the
culture and the behaviour, the shared values in the way of principles and
the ethos in the way of passion. Also the informality and close working
relationship still exists between the partners showing that shared values
are filtered from the partners to the employees making the culture very
strong.