Vend HQ

Enterprise and enterprise culture at Vend HQ

Vend HQ is primarily driven by the quest to be a leading cloud POS. its culture and
work ethics are largely reputed for the companys successes in the recent years. As a matter of
fact, it has an award winning culture that has seen it take leaps within just a few years of
being in existence. Most importantly, its work culture is centred on teamwork. With an
employee portfolio of 170 employees, it is interesting to understand how within just over
three years of existence, the company has made significant leaps. As stated in is webpage,
Vend HQ has a hilarious workforce yet still able to work hard and deliver results. Vend is
rapidly moving towards growth and hence transition to middle income company. The speed
of integration in fact is regarded as the principal of the cultural gap management factor in the
sense that the bigger it is the more the cultural gap is reduced, whereas if the speed is low, the
cultural gap will be possibility to produce negative effects on the stability of the merger.
Gosselin (1987) argued that "speed is the best ally of successful integration."
The second factor is the adherence of staff to the proposed guidelines. Additionally,
communication plays a key role in the success of operations. At Vend, the progress of the
integration plans, obtaining stakes confrontation risks and constraints and dissemination of
shared experiences must be communicated regularly and aligned with the expectations of the
various parties interested. The combination of these three factors, speed, adherence to
regulations and communication created a new and unique culture at Vend.
It helps give a more organic image of Vend to improve its operation by using the
dynamics of small groups. The results witnessed at Vend downplay physical and contextual
character of the work in favour of much more subjective aspects, such as group life,
communication network construction and expression, the overall feel and quality of the social
environment. This new approach induces a typical management model linking the increase in
yield for the establishment of a participatory and regular communication with staff.
Henceforth, everything that refers to the social phenomenon gradually introduced in the
theoretical concerns about organizations and draws a new conception of man at work. A
junction is between the fabric and the structural form of the organization.
Vends representation in terms of management cannot be reduced merely to a machine
to produce. We recognize the business features that make it a social space where create
common codes of representation systems, informal norms and invisible networks that one
seeks to control. The culture of the organization is then assimilated to a system of rules
governing relations in the company, helpful in solving adjustment problems. We are in a

period of social lighting of the organization. Managerial thinking focuses on certain elements,
such as groups and social life, the study of individual needs, motivations, social regulation
systems and interactions.
Attitudes, values, personality characteristics, behaviour and processes associated with
successful entrepreneurial behaviour
The success of the concept seems related to the fact that the company introduced a
novelty in the way of understanding the company according to the meaning and significance
of the daily activities of employees. This original managerial design moves away from the
individual and collective strategies of agents. It departs from sociological work on individual
logic and spaces of personal freedoms that develop players within their organizations. This
approach captures the culture as the structuring element capacity of individuals and groups
within the organization. The success of this definition is explained by the interest shown by
enterprises and contributing to promote the idea that culture can become an instrument of
management and economic performance. The willingness of top management to steer
resolutely throughout the organization to customers by symbolically mark the presentation of
a new organization chart in the shape of inverted pyramid, putting his head in the customer
base and the company's CEO.
Critical rationale
Vend HQ is at the epicentre of Aucklands favourite retail spots, in the Newmarket
suburbs. The companys behaviour is set such that the team enjoys having customers all
around them through its provisions of items such as a pool table, kitchens that have baking
supplies, a sweet coffee machine, a beer keg, as well as an amazingly kitted out space for you
to do your best work. Success of the organization is premised on having employees that fits
into the business. It is of course important that the workplace makes people feel comfortable
at work and equally important, with their employer. Decorating the workplace also emanate
signals on its culture. Is the building coloured or grey? Companies that attach importance to
the welfare of their employees strive to introduce colour into the building. Is the choice of
furniture and decoration in the zeitgeist or rather rigid and square? The relationship between
colleagues may be formal and stuck, but they can also be very friendly. At Vend you'll see
colleagues laughing together in an office or a religious silence reigns with employees focused
exclusively on their computers depending on time and what being done.
Justdial
Enterprise and enterprise culture at Vend HQ
JustDial is an Indian company providing local search services over the Phone, Web,

Mobile and SMS. It is headquartered in Mumbai, Maharashtra. Along with this structural
change, for the sake of research quality and reduce costs, a management by objectives system
is set up. It is to generalize the customer - supplier relationship within the company itself so
that each service is both client and other organizational services provider. Justdial refocus the
structure on the client and live in an almost continuous state of change requires a change in
the culture of the company. The top of Justdial's willingness to encourage accountability,
professionalism and taking initiative in activities of every employee. As noted by Reitter
(1991), a change in the "formal" values of company helps change behavior accepted by the
group, it touches on the justification that individuals give to their actions within the meaning
of their choice. Nevertheless, the underlying corporate culture and ingrained is difficult to
control because each actor acts according to its own interests, values and goals. Culture is
therefore a reality difficult to grasp but the most visible signs are multiple. Culture to the
board could be called "bureaucratic", strong and built around respect for hierarchy. The
pyramidal hierarchical system was clear pre-established and known to all, with its burdens
and delays in the transfer of information. They entered young and climbed the ladder within
the company through training, examinations, political support, ... The company was very
focused itself and the mastery of technical. The new guidelines recommend the map to
develop a customer-centric culture. The stated aim of the structural transformation is to
transform an organization characterized by its internal orientation or subscriber has little to
say in an outward-oriented organization towards customer needs.
Attitudes, values, personality characteristics, behaviour and processes associated with
successful entrepreneurial behaviour
Strong technical tradition, anchored bureaucratic habits, decentralization of decisions
to the head of each regional constituency, gave way to centralized management judgmental,
to the participation of members of the organization, to control costs, customer satisfaction.
The structure quickly accompanied by a comprehensive plan, which revolves around two
important components. On one hand, the development of an early retirement formula for
retirement and the other, a plan of conversion of part of the staff. Meanwhile, a conversion
operation of unprecedented scale in India is launched. employees are committed to this
program. Each division establishes detailed descriptions of the vacant function. After analysis
of proposals and negotiations with staff representatives, the "job centers" have been set up in
different parts of the country. In these "job centers", a comprehensive skills assessment is
performed for each member of staff involved in the program, and individualized training
offer is, whether or not a proposal for a new job. This conversion process is accompanied by

a major training program. Justdial HR is responsible for proposing to everyone involved in

the process a customized training program; the objective is to enable them to prepare for their
new jobs within the company.
Past experience of "change leader" appears both as an asset to reinforce its iconic
image, and a risk of pushing in "transformational routines" that may be unsuited to the new
situation. With his past experience, the CEO is also seen by his peers as a visionary
convinced, courageous and good communicator. Our study has mainly contributed to the
emergence of a concept developed little in the literature on change and that seems essential to
drive fast and frequent organizational changes.
Critical rationale
Several theories of the trust established that it gradually developed over time (Blau,
1964). This design makes the implicit assumption that the initial9 confidence level is low and
gradually increases with time. Now we see that one of the important characteristics of the
CEO of Justdial is to develop a high initial level of confidence. This paradox seems we
highlight a new feature of the "leading radical changes" which is not without interest. Trust a
priori overcomes the lack of time characteristic of the organizational changes of endemic
kind.
In a more general perspective, time is a scarce and precious resource that requires
individuals to modify their behaviour following the new organizational relationships in place.
The rapid evolution of the internal and external business environment, the increased mobility
of managers, the establishment of structures supporting project groups, which are made and
unmade, do not leave it time to build in teams, a common history and relationships of trust. It
is important to understand the factors that promote the development of a priori confidence
that could become a key factor in the management of change and new organizational
relationships it imposes.
The permanent nature of this organizational change raises questions about the
structures, systems and most men able to promote its steering. Our study has put forward the
concept of trust which is a priori interesting feature of "Radical change leader" to steer and
implement rapid organizational change projects, increasingly common in organizations. This
notion of a priori confidence seems to have implications at different levels of the company, in
the new organizational relationships. The organizations operate in an environment
increasingly competitive in the context of a general phenomenon of globalization that
emphasizes their interdependence. This induces inter-relationships based on cooperation that
goes up to the vertical or horizontal integration in order to cope with environmental

constraints and increase the competitiveness of the company.

Zifty
Enterprise and enterprise culture at Vend HQ
The organizations interaction with its external environment bears witness to its
outstanding organizational culture. Its website reveals its culture towards the community and
the environment. According to the website, the airline considers itself more than just a means
to flying. It considers itself a neighbour to the American community. Zifty engages in
activities which impact directly on the community. Its charitable giving allows it to give back
to the community some of its earnings. Additionally, the airline generously contributes to
environmental initiatives every year.
Other than the aforementioned, the airline also believes in an all-inclusive approach to
business. It takes into consideration the role of marginalized groups and the need to respect
and treat them equally. This is best illustrated by its African American and citizenship
programs. The two promote equality regardless of race. Additionally, the airline has been able
to give back to the community through its adopt a pilot program whereby its pilot assist
trainee pilots build their career free of charge. In essence the organizational culture at Zifty
takes a more community based approach.
Attitudes, values, personality characteristics, behaviour and processes associated with
successful entrepreneurial behaviour
Zifty is a typical reflection of the gains that organizations can achieve by giving to the
community. While most organizations avoid extra costs for as much as possible, Zifty has
used giving to the community as a way of reaching out and marketing itself. Mutual respect
amongst its employees and low costs has further endeared it to a large pool of clients. Zifty is
primarily founded on the golden rule that advises employees to treat each other as they would
like to be treated. In essence, there is no reason other than organizational culture that has
steered Zifty to great success.
For an organization to be able to sustain itself in a dynamic and extremely competitive
environ, there is need for the organization to be able to cope with change (Magnusson,
Krsolid & Bergman, 2003: 54). Additionally, there is need for proper planning more
especially with respect to the required investments, level of staff involvement/motivation, as
well as understanding of the counter-movements by competitors and the outside environs
(Shields, 2009). Change is very difficult to predict in an external environment where lots of
dynamic things happen. Nonetheless, it is easy to anticipate change if it is to be handled in an

effective way.
The main focus in this involves amassing staff and helping them improve
productivity. This will basically involve addressing employee needs and hence create a
considerable level of satisfaction. This additionally involves alignment of the goals of
employees with the objectives of the organization and as such improves the ability of the
organization to implement its mandate and mission.

Consideration will be given to

improving the welfare of the employees, awarding bonuses and considering performing
employees for promotions. This is an important area in fulfillment of the organizations
mission and capacity to successfully put in place programs which enhance service delivery. A
balance will need to be created between employee production and expenditure by the
organization on employees. Resources will need to be allocated in line with the performance
of employees and hence maximize productivity.
Critical rationale
This involves creation of a fully engaged and effective management board. While this
is a difficult task, it will be fundamental creating a sustainable organization. More often than
not, leadership plays a pivotal role defining the organizations success. Areas such as
corporate social responsibility largely rely on the kind of leadership and so is the case with
human resource management and productivity enhancement. Often professional and personal
skills are fundamental to achievement of every organizations strategic goals. Evaluating
personal and professional skills not only assists in identification of individual qualifications
but also in identification of strengths, weaknesses and areas within an organization in need of
development. Marci (2009) also defines leadership as the ability to influence people towards
achievement of organizational goals. Effective management is only achievable if relevant
leadership skills are adopted. Such skills are either personal or professional. These skills
ensure managers perform three fundamental work aspects. These include: technical,
administrative and achievement of results through people.

References
Marci, D. (2009). Organizational Behaviour: Experiences and Cases. Minneapolis: West
Ravasi, D.; Schultz, M. (2006). "Responding to organizational identity threats: Exploring the
role of organizational culture". Academy of Management Journal 49 (3): 433458.
Schein, Edgar (1992). Organizational Culture and Leadership: A Dynamic View. San
Francisco, CA: Jossey-Bass. p. 9.
Schrodt, P (2002). "The relationship between organizational identification and organizational
culture: Employee perceptions of culture and identification in a retail sales
organization". Communication Studies 53: 189202