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A Brief Report On Vodafone Organizational Culture


Assessment Description: Pick any organisation of your choice. It must be an organisation for which it’s possible to access information about its HR practices. Using a report format, address the following factors:

  1. How is the organisation trying to improve the performance of its workforce?
  2. How is the organisation trying to improve its culture?
  3. How is the organisation trying to improve rates of employee engagement?
  4. What recommendations do you have that could enhance those three HR strategies?

To sufficiently answer those questions, you need to incorporate the following considerations:

  • For the first question, include one performance-related initiative and one way in which its success could potentially be measured.
  • For the second question, include one culture-based initiative and identify, too, the type of culture prevalent within the organisation.
  • For the third question, include one engagement-related initiative and its likelihood of success based on references to credible theory.
  • For the fourth question, include one recommendation for each of the three HR strategies noted in the preceding bullet points.


Headquartered in Berkshire, London; Vodafone is a British multinational telecommunications conglomerate. Vodafone is present in Asia, Africa, Europe, and Oceania. It is ranked fourth, as a mobile operator group, as of 2018. The company has more than one lakh employees around the world and has a net income of 2.788 billion euros as of 2018.

The following vodafone organizational culture focus on the practices that Vodafone performs to get better productivity. The first question deals with the ways through which the company improve the performance of its workforce, the second part of this vodafone organizational culture constitutes the culture of the company. The third question deals with the employee engagement and the last part constitutes the recommendations through which the company may excel rapidly.

How is the organization trying to improve the performance of its workforce?
Vodafone is a renowned multinational telecommunication conglomerate and the company has reached the heights as the workforce delivers their hundred percent. The performance of each employee goes through different stages and each stage is monitored minutely. The launched an initiative known as PIP(Performance improvement Plan).

The first stage in this vodafone organizational culture is goal setting. The management decides the key responsibilities of each employee according to the skill efficiency (Rothwell, et al., 2018). At the same time, the management keeps the mission of the company and assigns the tasks. The tasks are aligned with the complete goal of the company.

The next stage in this vodafone organizational culture is effective communication. Each responsibility is made clear to the employee and a two way communication is preferred in the process. It is expected by managers to get denials at-first from the employees, but the management boosts the confidence of the employees and sets small milestones (Noe et al., 2017). The management also helps the employee to stay focussed and manage distractions. At the end the performance is checked and a proper feedback is given to the employees without hurting their feelings.

Communication is a key in the performance factors of the employees and constant communication is maintained by the management. Through mails, groups and chatting-portals they are kept connected and the values are always boosted by the management. Management gives proper attention to each employee and asks about the problems faced during the performances (Shanafelt and Noseworthy, 2017). The issues encountered are taken care by the managers and proper solutions are also provided.

During the whole process, each step is monitored in a proper checklist employing MBO (management by objective) and on each term, the employees are ranked on a scale of 1 to 10. The best performances are incentivized and referred for promotion. The company through this process motivates the other workers also, delivering better results every time. If required the graphs and charts are shown to the employee and particular areas of mistakes are stated so that the same mistakes do not occur again.

How is the organization trying to improve its culture?
Culture is one thing which is tough to tackle as the employees come from different backgrounds and have different values. Though organization culture is a culture which is a belief of every employee working in the team (McIntyre, et al., 2015). Vodafone has numerous employees around the world and they know the vision of the company and strive to reframe a better culture aligning to the particular goal. They recently launched “The Vodafone Way” as a culture boost initiative.

As discussed in this vodafone organizational culture Communication is the key to any problem and here in the improvement of culture it plays a vital role. Team spirit and team connection is quite important to understand the culture of individuals as well as the company. Proper connections can develop strong co-worker relationships which helps the company to foster a better team performance. Stronger relationships mitigates the chances of conflicts, builds trust factors and dependability arrives (Driskill, 2018).

The tools used for communication are transparent enough so that the employees are aware of their teammates at the same time roles of their fellow partners. Meetings are arranged and informal chat-portals are used for effective communication (Cacioppe, 2017). This serves all the purposes discussed above.

Leadership qualities are democratic and team oriented. The leaders take the decisions from the employees if needed and they reward them for the good work. The effort of each employee is recognised and rewarded accordingly (Hall and Simpson, 2016).

The company embrace the factor flexibility seriously and it is presumed by the delegates of Vodafone that the company can benefit more from employee performances if there is sufficient flexibility at work. Each employee is provided enough flexibility for work.

The core values are always abided by the company and sufficient practices are employed to improve the culture efficiently. Feedback are solicited to the employees and the mistakes are pointed out in such a manner so that the same is not repeated (Vengrin, et al., 2018). At the same time the delegates motivates the employees to improve the particular task and boosts their confidence.

How is the organization trying to improve rates of employee engagement?
In the industries around the world it has been found in researches that around 20-40 % employees are actively engaged while around 15-20% of employees are actively not engaged in the company activities. Though facing these issues, Vodafone tries to improve the employee engagement through various activities (Tullar et al., 2016). They do not have a specific initiative for this, it is embedded in their culture.

The company cares for the employees and supports them with flexibility at work, incentives, performance appraisals (both financial and no-financial) and the leaders give sufficient effort to know their employees. The leaders and the managers speak in an appropriate yet informal tone with the employees so that the employees do not even realise that it is a crucial responsibility and therefore the job is done without realising it done. The managers are also trained on understanding the mentality of the employees and ways to reap the responsibilities effectively from the employees. The goals are set every new day along with motivation and confidence form the mentors and managers.

The employees are also judged on measurement factors. The continuous monitoring factors include the MBO, checklist and scale ratings of each employee. The managers also rate the amount of communications done by each employee to improve his or her performance. The behaviours of the employees are studied and the optimist, team oriented, selfless, effective learners and goal oriented people are team-mated with the disengaged employees.

The HR follows guideline and try to recruit personnel who are actually interested for the job role and which excites them. Correct skills and decision makers are also in the priority list of the HR. Proper training and development is provided for the employees and the roles are described in an exciting manner. Sufficient surveys are developed and employed to understand the employee engagement and their behaviour towards work and those are used at the same time to employ the skills of the employee. Constant efforts are employed by the company delegates to improve their engagement towards work and improve the overall performance of the company.

What are recommendations that can enhance the three strategies?
Though Vodafone is a renowned conglomerate and the business is currently booming in almost every country of the world though the company can improve its performance if some minute factors are checked.

  • For performance related improvement, in the first stage where the managers decide the roles and responsibilities of the employees based on the skill he or she possess, they should also consult with the employees whether the same would be comfortable with them or not. The company employees, if consulted, will feel important and they will gain confidence if the same is achieved by them. During communication, the mangers should ask the employees that if the job is achievable for the particular employee or not along with sufficient help employed from the superiors (Knapp, 2015).
  • For improvement in culture, team meetings could be made engaging by sometimes conducting them outside board rooms, in an open evironment (Olson, et al., 2016). Communication also needs an environment and informal atmosphere can boost the things up to the next level which will ultimately excel the culture of the company as well.
  • For improved rates of employee engagement, particular measures should be taken up to measure the behaviour of the employees to monitor their engagement in the activities of the company without the notice of the employees so that they are aware of the fact that they are being monitored (Vaara, et al.,2016). The employees of opposing nature like a pessimist and optimist could be paired together. The optimist will motivate the pessimist for improving the overall performances.

Concluding lastly in this vodafone organizational culture, the company Vodafone is no doubt reaching its heights with better performance, better schemes and high productivity. Though the recommendation of this vodafone organizational culture stated in the last part may increase the employee satisfaction rate which will be beneficial for the company in the future. The whole vodafone organizational culture has also focussed on the prevalent practices that the company currently does to maintain the employee engagement, employee performance and overall organizational culture. Vodafone organizational culture assignments are being prepared by our HR assignment help experts from top universities which let us to provide you a reliable assignment help online service.

Tullar, J.M., Amick III, B.C., Brewer, S., Diamond, P.M., Kelder, S.H. and Mikhail, O., 2016. Improve employee engagement to retain your workforce. Health care management review, 41(4), pp.316-324.

Rothwell, W.J., Hohne, C.K. and King, S.B., 2018. Human performance improvement: Building practitioner performance. Routledge.

Noe, R.A., Hollenbeck, J.R., Gerhart, B. and Wright, P.M., 2017. Human resource management: Gaining a competitive advantage. New York, NY: McGraw-Hill Education.

McIntyre, R.S., Soczynska, J.Z., Woldeyohannes, H.O., Alsuwaidan, M.T., Cha, D.S., Carvalho, A.F., Jerrell, J.M., Dale, R.M., Gallaugher, L.A., Muzina, D.J. and Kennedy, S.H., 2015. The impact of cognitive impairment on perceived workforce performance: results from the International Mood Disorders Collaborative Project. Comprehensive psychiatry, 56, pp.279-282.

Driskill, G.W., 2018. Organizational culture in action: A cultural analysis workbook. Routledge.

Cacioppe, R.L., 2017. Integral mindflow: A process of mindfulness-in-flow to enhance individual and organization learning. The Learning Organization, 24(6), pp.408-417.

Hall, A.H. and Simpson, A., 2016. Working to Improve the Quality of Care for Young Children in One Community Organization. Journal of Community Engagement & Higher Education, 8(4).

Vengrin, C., Westfall-Rudd, D., Archibald, T., Rudd, R. and Singh, K., 2018. Factors affecting evaluation culture within a non-formal educational organization. Evaluation and program planning, 69, pp.75-81.

Knapp, S., 2015. Lean Six Sigma implementation and organizational culture. International journal of health care quality assurance, 28(8), pp.855-863.

Olson, E.M., Duray, R., Cooper, C. and Olson, K.M., 2016. Strategy, structure, and culture within the English Premier League: An examination of large clubs. Sport, Business and Management: An International Journal, 6(1), pp.55-75.

Vaara, E., Sonenshein, S. and Boje, D., 2016. Narratives as sources of stability and change in organizations: approaches and directions for future research. Academy of Management Annals, 10(1), pp.495-560.

Shanafelt, T.D. and Noseworthy, J.H., 2017, January. Executive leadership and physician well-being: nine organizational strategies to promote engagement and reduce burnout. In Mayo Clinic Proceedings (Vol. 92, No. 1, pp. 129-146). Elsevier.


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