Organizational Culture at Tesla - Report Sample

Introduction

Change initiative of organization culture refers to Tesla enhancing and improving the characteristics of diversity, varying beliefs and ideals, adherence to laws and regulations of the land, and combining employees with different capabilities and responsibilities. Gareth Morgan’s organizational metaphor is essential in assessing the organizational status of Tesla and gathering data through an interview with the CEO. I got the opportunity to engage with the Tesla CEO and inquired about the organizational culture's major challenges. The organizational metaphor as a culture applies to Tesla due to attributes of diversity, varying beliefs, existing laws, and innovative ideology. The focus of this paper is assessing organizational culture using Gareth Morgan’ organizational metaphor, deducing company challenges through the CEO interview, and recommending an action plan to eliminate the going concern at Tesla.

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Change Scenario

I got the opportunity to engage with the Tesla CEO and inquired about the organizational culture's major challenges. First, the CEO of Tesla informed of the lack of laws and legislation that govern electric vehicle production. New industries have external challenges in adhering to legislation that governs a different industry, causing uncertainty in the market and supply of electric vehicles. Existing laws govern diesel engines, and the production of electric cars by Tesla leads to a paradigm shift in the automotive industries. The government could impose legislation that affects the profitability and operations of Tesla.

A second challenge that Tesla faces is employing employees from varying ethnicities and nationalities. As a global brand, Tesla hires Latino, Americana, and European, Chinese, and other nationalities, hence experiencing language barriers. The communication and interaction of employees are affected by different traditions, ideals, and social conformities (Örtenblad, Putnam, & Trehan, 2016). Additionally, language barriers facing the Chinese and Latino employees necessitates using different languages in memo and operation manuals, hence heightening the importance of cultural sensitivity at Tesla.

Specific Improvement Needed

Specific improvement required by Tesla is the efficiency in operations and a source of motivation within the organizational culture. Efficiency in operations within the auto industry means delivering products and services that serve the entire United States (Morgan, 2016). This is through the production of quality cars and powertrains, to transform public service by Tesla. Within the organizational culture, National Service through Industry indicates a personal dedication to company objectives and ensuring that the management does not face a going concern.

Specific improvement needed in terms of organization as a culture is fairness as another essential attribute within an organization. To maintain fairness in job promotion motivates employees, making them believe they have a future within the company. Fairness as a culture in an organization creates equality of employees, and ranks differ due to varying responsibilities. Fairness also includes considering women in making important decisions of the company and eliminating discrimination within the Tesla departments.

Change initiative through an organization as a culture is lacking hence showing the essence of offering gratitude and recognition to employees’ efforts. Lack of showing gratitude from the management of the company at Tesla fails to improve the level of self-identification of employees with dominant brands, leading to poor quality and quantity products. Gratitude in the forms of offering annual bonuses, common company retreats, and paid holidays is essential (Örtenblad, Putnam, & Trehan, 2016). Organizations that demonstrate gratitude to the employees and the community succeeds in marketing their products and transforming the community through dominant services.

The CEO views the firm as existing within an organizational culture that has harmony and cooperation. Harmony and cooperation are essential to achieve the objectives and goals, which translates into dominant products. Harmony and cooperation in an organizational culture improve striving for a shared vision at Tesla, thus minimizing wastages of time and resources (Van Den Hoven, & Litz, 2016). Additionally, the organization as a culture heightens levels of Struggle for the Betterment of products and services. Employees feeling connected as a culture employ more effort and avoid conflicts that affect product quality and quantity. Courtesy and Humility is essential in maintaining an organization as a culture since managers and junior employees at Tesla interact without boundaries.

Obstacle, Impediment and Support

The dynamic leadership issue that Tesla faces is the use of coercive and expert power by the CEO. The CEO doubles as a designer, mechanical engineer and performs other duties, hence threatening the self-confidence of employees. Organization as a culture is the dominant organizational metaphor at Tesla and seeks to identify the strengths, weaknesses, and opportunities that the organizational culture faces. Gareth Morgan’s organizational metaphor is essential in determining the organizational culture at Tesla. The use of expert power in a domineering manner leads to conflicts and disagreements due to varying opinions and expertise (Van Den Hoven, & Litz, 2016). The use of coercive power by the CEO is detrimental to the diversity in products and services offered by Tesla. For instance, items and designs that the CEO desires proceed to production and finish lines, while other important innovations are discarded.

An additional leadership dynamics challenge that Tesla faces is a lack of fairness and showing gratitude to employees. Issues of lack of fairness arise due to differences in promotions, remuneration, and important staff (Morgan, 2016). Lack of adherence to organizational culture by employees becomes an unemployment risk since they may decide to terminate employees’ contracts at will. Moreover, the lack of an established procedure in promotions and awarding of bonuses indicates susceptibility to abuse and discrimination.

Four Frame Model of Organizational Culture

First, the political Frame of implementing organizational restructuring as a change initiative offers a restructured, relevant, functional, and up-to-date working environment through reliable internal conflict resolution mechanisms that are bound to improve cost savings – as this streamlines organizational operations in a characteristically competitive environment. For instance, IBM suffered substantial losses highlighted by a benchmark and attributed to out-of-date production planning techniques, inflexible SAP infrastructure, and structure.

Secondly, the Structural frame is task-orientated and can be used to drive revenue growth efficiently. In this case, change initiative can be used to streamline and improve processes of generating revenue and also related capabilities. Also, it can be useful in generating intelligence in business by relying on data generated through SAP. For example, in IBM's case, the process of launching new products was efficiently and strategically minimized and streamlined, enhancing its sales through efficient order and supply management, such as through online procurement.

Employee Compensation

The Human Resource (HR) Frame incorporates factoring in employee compensation and welfare as a determinant of productivity and stabilizing short term and long-term objectives of the organization (Vijay, & AishwaryaGanbote, 2020). For example, to increase employee satisfaction and identification with the firm, availing of welfare benefits becomes a reliable and practical corporate strategy. The ability of the organizational culture to foster a conducive environment for The Human Resource (HR) Frame improves the interaction of employees and self-identification with Tesla (Bolman and Deal 1991). For instance, firms that provide medical covers for work-related injuries tend to have employees that are risk-takers and willing to advance the objectives and goals of the firm. As such, Tesla determines the salaries and wages depending on the level of specialization and qualification while utilizing the merit system to avoid favoritism and discrimination at the firm.

Finally, the symbolic frame is critical in driving asset efficiency by enhancing adherence to organizational mission, vision, and incorporation objectives. Asset efficiency is positively driven when a manufacturing technique or asset is strategically aligned to drive more revenues (Bolman and Deal, 1991). Acquiring legacy production planning infrastructure has been one way that organizations use to improve the efficiency of ERP assets and related ratios. In IBM's case, data centers' reduction was a critical approach in cutting down on inefficient infrastructure and IT assets in production planning, which lead to better performance.

Action Plan

An action plan to implement changes at Tesla in line with mmm is essential. To solve Tesla's challenges in line with organizations' metaphors, the CEO ought to develop an action plan to eliminate the going concern. An action plan describes improving fairness at the company within the next financial quarter. Within the next three months, Tesla management has to design and publish a coherent pay and remuneration structure that avoids employee discrimination in terms of pay. The action plan also commits the CEO and Tesla to freeze employee firing on a petty basis while issuing long term contracts to employees with qualified skills. The action plan recommends improving language barriers within the next one year through training employees of essential languages.

Additionally, the action plan instructs the Tesla board of directors and senior management to regulate the powers of the CEO to avoid the use of coercive power. The action plan dictates the procedure to create a special panel with the government to streamlining differences in legal statutes affecting the company. The special panel ought to assess existing laws and statutes covering the automotive sector in the United States and recommending legal guidelines that do not affect the operation of new companies.

Conclusion

Secondly, change initiative and analysis techniques at Tesla offer incentives to enrolled employees, including paid vacations and retirement benefits, as a means of minimizing resistance to organizational change. In retrospect, incentives and retirement benefits increase job security and satisfaction of employees even while working at challenging branches to enhance geographical expansion and mobility of organizational resources (Roberts, 2018). Finally, change initiative and analysis techniques embrace employee diversity at Tesla to establish the firm in local and international markets.