4.17. Description of the open-communication
environment
OWHC's organisational structure has depicted a friendly and
open type of communication model within the company. Due to its smallness, the
organisational structure provides an easy accessibility among employees.
Nevertheless, the fact the friendly milieu can be explained by the smallness of
the business, since the working environment is not comprised in an open-plan
structure; as employees possess their individual offices, the
open-communication can be thus concluded caused by the type of management
prevailing.
It has been noticed that employees can efficiently communicate
with anybody without barriers or limitations of any form. Communication,
through both formal and informal channels, is the lifeblood of the
organization. At the center of the organisation analysed are people held
together by slender threads of cooperation. These threads are maintained by
employees sharing information with each other. The result is a delicate network
of human relationships linked through communication and offering a great
service.
The open communication climate encourages corporate
entrepreneurship by providing employees with a supportive environement, through
allowing them to participate in decision making, and, through trusting them,
which assures the integrity of information channels. Ultimately, the openness
the communication climate is improved be the character of organisation as a
whole. Yet, while open communication climate makes formidable personal demands,
such openness ultimately rewards both the individual and the organization in
providing an environment where people thrive and the enterprise flourishes.
4.18. Employees' perception of change
The employees' perception of change is quasi-inexistent as the
organisational core business model has remained identical for the past years.
Beside the fact following the global recession the company retrenched massively
(thirteen employees: which constituted of three in the head office and ten form
the call centre), employees have respectively mentioned the retrenchment that
prevailed last year as the «main change that the workforce has ever
faced».
Therefore, the massive retrenchment as considered as being the
main change that organisation experienced beside its growth pattern form 2000
to 2005. The cutback in the workforce stimulated employees to perform
efficiently and successfully. This latter fact can be considered as a
motivational factor improving the level of entrepreneurship within the
organisation.
4.19. Toleration of failure within the company
Lindiwe Dube (co-owner) stated that failure is over tolerated
to the familial and friendly working environment. This latter fact can
therefore impact negatively the organisational level of corporate
entrepreneurship, as employees can «easily take advantage of the
system» and consequently fail to remember that productivity is part of the
core element in any entrepreneurial venture.
Malcolm Campbell (co-owner) stipulated that cases of failure
have not really been faced within the organisation, «since the company has
never lost a client over the ten years of activity».
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