Task culture is when expert teams or groups are used to solve and tackle a specific problem or to complete projects e.g. Task culture works as a team to package the chocolate. Packaging the chocolates is done as a team. A member of the production team packages the chocolate in foiled rapping, and then the chocolate is passed by machinery to another member of the production team who packages the foil chocolate in boxes. These boxes are then stacked in many counties on a machine. These stacks are then rapped with cellophane, so boxes don’t fall off. Finally these stacks are taken by another member of the production team using machinery to the storage. As you can see on this example, that the workers are highly skilled at what they do.
Task culture is important to the success of CS because when problems occur in the company, then it needs to be solved. The problem is solved by groups or teams who are highly motivated and skilled at their job so that the problem doesn’t happen again. When workers are working together they gain a bond, which then turns to motivation. When you have a group of motivated workers they will help to meet the objectives of the business.
The workers will solve the problem quicker, efficiently and effectively so that CS doesn’t have the problems again and that they can use the outcome when the crisis has been done. Working as a team helps CS to meet their objectives because the quicker the team works, the more outcomes will appear e.g. working faster as a team will quicken the production process, which means that there will be a increase in growth, income and improvement on quality control because there is more products to be sold, which customers buy even more of the product. The quality control be more effective because the motivation of the team mates will make sure that each process of production is perfect, so that the customers will be pleased with the products.
Change culture:
A change culture is normally located in flexible, responsive organisations including CS, which are capable of adapting effectively and quickly to external change. This belief in CS is very important to them because it give them advantages of highly competitive and to the rapid change of markets e.g. when Cadbury creates a new chocolate bar; for instance the chocolate bar, Fuse. It was the highest selling chocolate in the year 1996. People accepted the chocolate because it was different, which means that Cadbury filled a gap in the market. It also reached the consumer by promotion strategies. Every promotion had a meaning, for example the bill board promotion for fuse used a motto that was confusing. That’s what Cadbury were trying to do confuse the consumers, so that they repeatingly, think of the motto to try understanding it and what this is doing is reminding the consumers of the chocolate Fuse.
The above example of the chocolate product ‘Fuse’ being improved helps CS to meet their objectives because when there is a change in the market because it allows them to compete harder with their rivals who are also making changes with their products. If the product has been successful then it will help CS growth and income to increase, which then can be focused on the performance of the employees who will also help CS to achieve their objectives.
Power culture:
Power culture was valued by CS because when Cadburys limited was only a small business, one person had an overview of the entire business, and that one person made risks, so that Cadburys will grow. However CS doesn’t belief in this type of culture now because CS a world wide business, and as business grows, it becomes harder to operate successfully with power culture. This type of belief was used to help to achieve objectives for Cadbury and it was achieved because the person who, made the risks had the confidence and motivation that Cadbury’s will expand to a world wide business. The objective for growth was done successfully because to even to expand more Cadbury’s merged with Schweppes to become CS PLC, who are now a global millionaire company. That proves that the ambition and motivation that one person had to expand the company was successfully done.
Role culture:
Role culture is not believed or valued in CS because it is worked in a bureaucratic manner, which the employees are expected to behave normally. The employees are expected to follow the rules and be discouraged on individualism, which CS doesn’t operate like that. This belief affects CS because treating employees in a ‘bossy’ way will unmotivated them, which then affect the quality of the production. There will be poor quality control causing them to produce poor products, which the customers and suppliers will be unsatisfied with. Poor motivation will mean there will be a high labour turnover because employees do not like the way that CS is treating them.
This will cause a bad image on CS, who will be affected because there are no recruits coming to join, no products be sold or eaten, no income and the expansion of the company is decreasing always. Also the skilful employees will be leaving because of the bureaucratic manner, causing there to be a skill shortage in CS, which means that the quality control, the quality circles, growth, and income will be affected. The process of everything can be slower because role culture beliefs that employees should follow rules and that there should be no individualism that he/she has suggestions and opinions on something.
This can affect the performance of the employees because they would be even more unmotivated, which causes them to ‘slack off’ in their work, causing them to slow down process e.g. the production process would take slower because the employees would be unmotivated to do their work. This affects CS objectives because it means that the company will grow at a very slower rate due to slow production and there will be a slower rate for income. This all affects CS and makes it harder for them to compete with their rivals because they might be producing at a faster rate.
Cadbury’s Culture arises from the traditions, beliefs and values of the Quaker family. This is how Cadbury adopted the paternalistic management. It includes religious beliefs, attitudes towards alcohol, the food that you eat and the importance of attaching to family life. The Quaker’s cultural values are very strong and can impose important constraints on the business activity. For example, Cadbury finds, it would be unwise to try to sell products that are seen to insult religions or people, and it would be foolish to try to make people adopt working practices that are disapproved of by the cultural grouping. The reason why Cadbury is successful is because it makes best use of its opportunities, which therefore allows decision making understood.
The organisational structure (OS1) of CS is: Group structure (OS2 below) Cadbury Schweppes has six business regions which comprise North America Beverages, Europe Beverages, Europe Confectionery, Americas Confectionery, Asia Pacific, and Africa, India and Middle East. As you can see above these are hierarchy structures that contain in CS. The layers of Line Managers and the layer Clerical Support assistants are broken on further there are more.
There is just not enough space. This structure is hierarchical. CS type of organisational structure is between hierarchical and flat structure. Flat structure does not have many layers, which means information is sent quickly; with less complication or misunderstanding; therefore it produces the correct result. Due to having a Flat structure communication is easier, which can make clear information and understanding between each layer, therefore when decisions are made, they will be specific to advice/order instructions.
Flat structures help CS to achieve their objectives because making the communication skill is easier, which will improve time and cost to CS. This will then give CS extra time and money to focus in their objectives e.g. CS can concentrate there time and money on a new product, which could increase CS growth and income. The extra time can be spent on recognising and developing employees, so that they feel part of the team, which will then increase their motivation towards CS.
This shows that flat structures are a wide span of control. Other benefits of using a wide span of control also offers better decision making authority for subordinates and could improve job satisfaction. Hierarchical structure is based on distinct chain of commands from Managing director to Clerical Support assistants (according to CS). Decisions are made at the top and pass down. Such organisational are usually based on clearly defined procedures and roles.
Hierarchical structures help CS because it is a narrow span of control, which means there is a tight control and close supervision. This can help CS because they then can see which area of the business needs to be improved e.g. improved to be more competitive with CS rivals. The narrow span of control also improves the performance of the employees because it allows better co-ordination of the activities, which can motivate employees to perform better in CS and try to help CS to achieve their objectives.
This structure allows managers to think and plan without getting any daily hassle, which can help CS to meet their objectives because the manager has time to plan how to meet their objectives efficiently and effectively e.g. the manager has the time to think of the objective for growth by producing a more wide range of products. Also the manager has the time to consider on the benefits of the employees e.g. the manager can think of ways to motivate the employees so they will help CS to achieve their objectives.
