Organisation Culture

NMIMS Centre for Distance and Online Education (NCDOE)
Course: Organisation Culture
Internal Assignment Applicable for Jun 2026 Examination
Assignment Marks: 30
Instructions
All Questions carry equal marks
All Questions are compulsory
All answers to be explained in not more than 1000 words for question 1 and 2 and for question 3 in
not more than 500 words for each subsection. Use relevant examples,illustrations as far as
possible
All answers to be written individually. Discussion and group work is not advisable.
Students are free to refer to any books/reference material/website/internet for attempting their
assignments, but are not allowed to copy the matter as it is from the source of reference.
Students should write the assignment in their own words. Copying of assignments from other
students is not allowed
Students should follow the following parameter for answering the assignment questions
For Theoretical Answer
Assessment Parameter
Weightage
Introduction
Concepts and Application
related to the question
Conclusion
20%
60%
For Numerical Answer
Assessment Parameter
Understanding and usage
of the formula
Procedure / Steps
20%
Correct Answer &
Interpretation
Weightage
20%
60%
20%
PLEASE NOTE: This assignment is application based, you have to apply what you have
learnt in this subject into real life scenario. You will find most of the information through
internet search and the remaining from your common sense. None of the answers appear
directly in the textbook chapters but are based on the content in the chapter
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NMIMS Centre for Distance and Online Education (NCDOE)
Course: Organisation Culture
Internal Assignment Applicable for Jun 2026 Examination
Q1
Q2
A large multinational corporation has recently noticed that while its dominant culture
emphasizes innovation and collaboration, several departments—such as finance and
production—have developed strong subcultures focused on risk aversion and strict
adherence to procedures. This has led to communication gaps and occasional conflicts
between teams, affecting project outcomes. The HR manager is tasked with bridging
these cultural divides to maintain organisational cohesion and performance. Based on
the scenario, how should the HR manager apply Schein’s model of organisational
culture to address the growing disconnect between the dominant culture and emerging
subcultures in different departments, ensuring alignment with the company’s core
values and overall objectives?
(10 Marks)
A multinational corporation with offices in several countries has developed a strong
dominant culture centered on innovation and customer focus. However, each regional
office has developed its own subculture, shaped by local customs, market conditions,
and leadership styles. While these subcultures have enabled local responsiveness,
they have also led to inconsistencies in customer experience and internal
communication. The executive team is debating whether to enforce stricter cultural
uniformity or to allow greater autonomy at the local level. Critically assess the
challenges and opportunities presented by the coexistence of dominant and
subcultures in a large, geographically dispersed organisation. How should leadership
balance the need for a cohesive organisational identity with the benefits of localised
subcultures, and what improvements would you suggest to optimise both?
(10 Marks)
Q3 (A) A fast-growing technology startup has built a strong culture based on empowerment,
innovation, and open communication. As the company expands into new markets and
doubles its workforce, leaders are concerned about maintaining the core values that
have driven their success. With new teams forming and diverse backgrounds joining,
there is a risk that the original culture may weaken or fragment. Develop a model for
sustaining a strong organisational culture during rapid growth and expansion, without
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NMIMS Centre for Distance and Online Education (NCDOE)
Course: Organisation Culture
Internal Assignment Applicable for Jun 2026 Examination
diluting the existing culture.
(5 Marks)
Q3 (B) A financial services organisation is seeking to evaluate how its dominant culture of
customer-centricity and its various departmental subcultures contribute to overall
performance. Leadership wants to implement a system of KPIs that not only measures
business outcomes but also reinforces desired cultural attributes and behaviours
throughout the organisation. Design a set of key performance indicators (KPIs) that
can be used to measure the effectiveness of the organisation culture.
(5 Marks)
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Organisation Culture