Case Analysis - Merck, Sharp & Dohme Argentina

Case Analysis

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Case Analysis

The case analysis reveals that the traditional culture of the company, MSD is characterized by a strong hierarchy where information is followed vertically and the decision moves from top to bottom. In addition, the people in the leadership and at the managerial position lack professional education, do not prioritize ethics while making decisions and are also ill-informed. The traditional culture also favored domination based on power and a bureaucratic management style.

Mosquera is trying to incorporate ethics in the culture of the company, he reshaped the organizational culture and its team by putting the right people at the right job. Mosquera knew that this principle is pivotal in the smooth functioning of the organization and the right people for the right job is the best management principle introduced by Fredrick Taylor ADDIN ZOTERO_ITEM CSL_CITATION {"citationID":"YknRkiln","properties":{"formattedCitation":"(Stokker & Hallam, 2009)","plainCitation":"(Stokker & Hallam, 2009)","noteIndex":0},"citationItems":[{"id":1117,"uris":["http://zotero.org/users/local/orkqtrjP/items/VIF23VCN"],"uri":["http://zotero.org/users/local/orkqtrjP/items/VIF23VCN"],"itemData":{"id":1117,"type":"article-journal","title":"The right person, in the right job, with the right skills, at the right time: A workforce-planning model that goes beyond metrics","container-title":"Library Management","page":"561-571","volume":"30","issue":"8/9","author":[{"family":"Stokker","given":"Judy"},{"family":"Hallam","given":"Gillian"}],"issued":{"date-parts":[["2009"]]}}}],"schema":"https://github.com/citation-style-language/schema/raw/master/csl-citation.json"} (Stokker & Hallam, 2009). In addition, the new culture of the company comprised empowerment of employees, flatter integrated management structure, and transparency. The new culture also eliminated the layer of bureaucracy, managers were given a decision making power, employees were well trained and a culture of information sharing prevailed in the company. The non-authoritarian decision-making style is best suited to support the employees and they make a significant contribution to the organizational goals and objectives.

The case reveals that the new culture is in conflict with the traditional culture from the case of 16th candidate, son of an officer, to be chosen for the company’s young intern program. It is worth mentioning that Mosquera is not considering the employees who were used to the traditional culture of the company. The current conflict between the Director of Sales, MD, HR Director, reveals what happens when the new culture overlaps with the traditional culture instilled in the people of an organization. Although, there is no doubt in the fact that the culture Mosquera is trying to build will be constructive for the company in long-run.

References

ADDIN ZOTERO_BIBL {"uncited":[],"omitted":[],"custom":[]} CSL_BIBLIOGRAPHY Stokker, J., & Hallam, G. (2009). The right person, in the right job, with the right skills, at the right time: A workforce-planning model that goes beyond metrics. Library Management, 30(8/9), 561–571.