Intercom Enterprise Auditing Paper Example

Paper Type:  Essay
Pages:  5
Wordcount:  1220 Words
Date:  2022-05-26

Brief Description of an Organization

Intercom Enterprise is an SME business which deals in the retailing of computer accessories. The firm has four stores across Liverpool city, with a total number of 50 employees. Mr. Gordon Brown is its current CEO, who has the full control of the organization. According to Gordon, he is the only one who possesses a valid vision and mission of the company, thus considering himself the sole leader who can steer Intercom Enterprise in the proper direction as the organization grows. Recently, Intercom has developed few layers of management (Human resource, Sales, marketing, financial and software development departments). However, the CEO still holds an upper hand on the management and overall operation of these business units.

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Leadership Auditing

Leadership in an organization context is one's ability to influence people's perceptions, by striving to achieve organization's goals and objectives (Claire, 2018, p.3). This implies that organizational leadership should focus on utilizing and integrating the company's resources to steer the achievement of the set objectives. This involves the management of employees to ensure they are productive and efficient in the completion of their assigned tasks. At Intercom Enterprise, the CEO offers the top leadership for an organization. The CEO profoundly controls the business with lack of adequate leadership across the company's departments (Sales, marketing, financial and software development departments).

The Organizational Culture Assessment Instrument-Current Profile model was utilized in the evaluation of the Intercom's organizational leadership. Factors such as mentoring, innovation, risk-taking, leadership styles, and coordination were considered to facilitate the auditing of the company's leadership. According to the results, it was revealed that the company had not initiated employee mentorship programs. According to Delong (2013), an enterprise should use the available resources to improve staff satisfaction, developing leadership and teaching new skills and knowledge to the employees (p.72). Lack of mentorship programs at Intercom Enterprise highlights the leadership shortcomings when it comes to talent development and enhancement of the company's overall performance.

Intercom Enterprise applies the authoritarian style of leadership. Leadership styles demonstrate the character and behaviors exhibited by managers when it comes to pursuing organization's goals. The leadership approaches adopted by a manager has a significant impact on the subordinates (Mansor and Shah, 2012, p.2). At Intercom Enterprise, the CEO is highly controlling, implying that he is inclined towards an authoritarian style of leadership. Gordon rarely delegates his duties to the subordinate staff. He has also limited his junior managers in taking part in the company's decision-making process.

A survey of the employees indicates that they are less motivated. For instance, when the workers were asked if they can work beyond their job description, the majority of them said "No." This can be attributed to the failure of the Intercom's CEO to delegate and engage its workforce in the decision-making process, thus making employees feel alienated. The level of innovation and talent nurturing is low. These factors can be attributed to the authoritarian leadership applied at Intercom enterprise, which is hampered by the progress and creativity of its workforce. The CEO should reconsider implementing an alternative leadership style such as situational or participative, where the input of all stakeholders will be captured. Such approach will enable an organization to resolve the declining levels of employee engagement and morale thus improving its overall efficiency.

Motivation Auditing

Employee motivation is another crucial component which is used is the evaluation of the organization's behavior and the company's overall levels of performances. Staff motivation includes efforts made an organization to create working conditions which enhance employees' ability to record best performances. According to Adam's equity theory, there is the need of striking a balance between the inputs (hard work, level of skills and enthusiasm) and output (salary, benefits, and recognition) (McGrath and Bates, 2017, p.23). Intercom Enterprise has done little in implementing the principles of Adam's equity theory, thus hampering the company's pursuit of a strong and productive employee relationship.

The scores on the motivation scale, based on various motivational factors, indicate that Intercom Enterprise is beleaguered with the challenge of low levels of employee satisfaction and motivation. For example, the score for "Need for the high salary and tangible rewards" was 88/96, "Need for good working conditions and comfortable surroundings" was 78/83 and the score for "Need for structure, feedback and information" was 57/69. From these outcomes, there is an indication that Intercom Enterprise' leadership has been insufficient in the implementation of the appraisal system that can foster higher employee motivation levels within an organization. Majority of workers feel that the firm is not appropriately compensating them due to lower salaries and rewards compared to the input. An increasing need for improving the working conditions expose the company's shortcomings in providing a conducive workplace where employees' needs are supplied fully.

Culture Auditing

Organizational culture involves the values, norms, guiding beliefs and mutual understandings embraced by the stakeholders of an organization. It encompasses the underlying values, principles and observable symbols which epitomize the vision and mission of an enterprise (Armstrong, 2018, p.8). Intercom Enterprise is developing an infusion of hierarchy and market organizational culture. The cultural analysis reveals that Intercom's CEO has prioritized internal maintenance, by focusing on the practices that yield stability and control. Evaluation of the company's market values reveals that Intercom Enterprise is committed to the delivery of quality products to the targeted customers. The company seeks to oust local competitors through providing quality and affordable products to the clients who are vital in gaining a significant market leadership.

The enterprise is also result oriented. The CEO applies formal rules to ensure employees accomplish available tasks within the required timeframe. Intercom also operates in a competitive environment. As a way of improving its market position, the company is developing a sales and marketing department. Intercom enterprise aims at improving its performance in the acquisition of a significant market share, through implementation its proposed marketing strategy. However, it is revealed that the CEO still has a higher control of the department, especially when it comes to making critical decisions on the marketing budget, recruitment process and the strategies applied to promote the firm's products.


The final scores of Organizational Culture Assessment Instrument (OCAI) on Intercom Enterprise is 27. According to OCAI scale, the firm's 27 rating is an indication that Intercom Enterprise has a weak culture. This implies that there is a lower degree of agreement among the company's stakeholders in relation to the organizational values such as leadership principles and employee management. Intercom's CEO will be forced to change his leadership approach, which has significantly contributed to declining levels of staff motivation.


Armstrong, C., 2018. Management Works:. Irish Management Institute , 2(4), pp. 1-30.

Armstrong, C., 2018. Management Works: Organizational Culture. Irish Management Institute, 3(2), pp. 1-20.

DeLong, J. C., 2013. Guidebook to Creating a Collaborative Environment Between Airport Operations and Maintenance. 2 ed. s.l.:Transportation Research Board.

Mansor, A. & Shah, I. M., 2012. The Relationship between Management Style and Employees' Well-Being: A Case of Non-Managerial Staffs. Social and Behavioral Sciences, 2(1), pp. 1-9.

McGrath, J. & Bates, B., 2017. The Little Book of Big Management Theories: and how to Use Them. 2 ed. s.l.:FT Press.

Cameron, K. S., & Quinn, R. E. (2006). Diagnosing and changing organizational culture: Based on the competing values framework (Rev. ed.). San Francisco, : Jossey-Bass.Daft, R (2007), Organization Theory and Design (10th Ed.), Cincinnati, OH: Southwestern

Johnson, G. Scholes, K.Whittington, R. (2005) Exploring Corporate Strategy Harlow: Prentice Hall

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