Executive Summary
This comprehensive report delves into analyzing two prominent organizations, Bell Canada Enterprises (BCE Inc.) and Rogers Communications, through a success story and a case of organizational failure. The study thoroughly investigates various aspects of these organizations, including their organizational structure, culture, communication methods, leadership style, management approach, HR strategic planning, recruitment and selection strategy, and talent management strategies.
By examining the organizational factors, this report aims to establish a clear understanding of their influence on the success or failure of the organizations. The analysis reveals the interconnectedness between organizational structure, culture, and management style, shedding light on how these factors impact the overall outcomes. Moreover, the report explores the mode of communication adopted by both organizations and provides insights into how employees interact within the organizational context. It also examines the leadership styles embraced by BCE Inc. and Rogers Communications and their management approaches, highlighting the key differences and similarities.
Furthermore, the report uncovers the HR strategic planning, recruitment and selection strategies, and talent management strategies employed by both organizations, offering a comprehensive view of their approach to human resource management. Based on the analysis, the report concludes with practical recommendations rooted in OBHR (Organizational Behavior and Human Resources) concepts. These recommendations aim to address the identified strengths and weaknesses of the organizations, providing actionable insights to optimize their performance and navigate the challenges they face in their respective industries.
Introduction
Major players in Canada’s telecommunications sector include Bell Canada Enterprises (BCE Inc.) and Rogers Communications (Winseck, 2022). These firms’ failure and success tales provide insightful information about the function of organizational structure, culture, and management style. This report focuses on these elements and their effect on the organization’s outcomes.
Organizational Structure and Culture
Rogers Communications and BCE Inc. have different organizational structures and cultures. While Rogers Communications stresses a more decentralized organization emphasizing cross-functional collaboration, BCE Inc. adheres to a hierarchical structure with distinct reporting lines (Winseck, 2022). The culture of BCE Inc. is one of consistency, formal processes, and a traditional approach, whereas the culture at Rogers Communications is one of innovation, adaptability, and client focus.
Communication Methods and Employee Interaction
The effectiveness of an organization as a whole is greatly influenced by its communication practices and employee interaction. To promote engagement among employees, Bell Canada Enterprises (BCE Inc.) and Rogers Communications both acknowledge the value of effective communication and use a variety of communication techniques.
Face-to-face meetings are the main means of communication for significant conversations, decision-making, and team collaboration in both businesses. These sessions give staff members a chance to communicate in person, share their opinions, and ask questions (Oboni & Oboni, 2021). The development of connections, trust, and a sense of camaraderie among team members also benefits from face-to-face contact.
Both BCE Inc. and Rogers Communications utilize email extensively as a communication medium. Employees can cooperate on projects, share information, and send updates via email. They provide a written record of contact and are available for reference at any time (Oboni & Oboni, 2021). Platforms for instant messaging help quick and informal communication even more by enabling real-time conversation, prompt feedback requests, and effective problem-solving.
Both businesses use intranet portals to give staff members a centralized location to access essential information such as company-wide announcements, policies, and procedures. These portals improve information accessibility, encourage transparency, and keep staff members current on company activities (Lokanan & Braganza, 2021). Despite using various communication techniques, BCE Inc. and Rogers Communications have different priorities and strategies (Lokanan & Braganza, 2021). Formal channels of communication, such as scheduled meetings, business emails, and established reporting lines, are given more importance by BCE Inc. This top-down method of communication guarantees coherence, consistency, and alignment with corporate goals.
Rogers Communications, on the other hand, promotes open and honest communication at all organizational levels. They promote a collaborative, cross-functional, cooperative culture (Lin, 2020). This strategy encourages innovation, encourages the sharing of ideas, and allows staff members to bring their perspectives to bear on problem-solving and decision-making.
Leadership Style and Management Approach
An organization’s entire management strategy is significantly shaped by the leadership style used inside it (Hossain et al., 2022). The management techniques and leadership philosophies BCE Inc. and Rogers Communications use are different.
The traditional leadership style of BCE Inc. tends to favor top-down decision-making and a hierarchical management structure. With top-down decision-making and unambiguous authority and control, this management style promotes decision-making at all levels of the business (Clemons et al., 2019). BCE Inc. has a directive and control-oriented management style in which supervisors carefully monitor and oversee employees’ actions. While it could offer continuity and stability, this strategy might also stifle employee creativity and innovation.
The leadership style used by Rogers Communications is participative and transformational, in contrast. Collaboration, participation, and open communication are encouraged by this leadership style (Lin, 2020). Their managers empower Employees at Rogers Communications because they have the freedom and power to make decisions that will benefit the company. This type of leadership encourages a culture of invention, originality, and shared ownership. At Rogers Communications, managers strongly emphasize empowering and inspiring their people, motivating them to take calculated risks, and appreciating their feedback.
Rogers Communications places a strong emphasis on employee autonomy and accountability. Managers trust their staff members’ talents rather than micromanaging them, and when assistance is required, they offer it (Davis, 2019). This strategy makes people feel valued and inspired to give their best effort. It also builds a culture of involvement.
Effect of Organizational Culture, Structure, and Management Style on Success and Failure
The management style, organizational culture, and organizational structure all play a significant role in whether an organization succeeds or fails. In the case of BCE Inc., its dependable and hierarchical structure is responsible for its success. This framework enables effective resource allocation and decision-making, which boosts output and performance. A clear grasp of roles and responsibilities is also fostered by BCE Inc.’s established culture, which gives employees a sense of security and consistency (Davis, 2019). This encourages a unified and aligned workforce, which helps the company succeed.
However, Rogers Communications’ success can be attributed to its decentralized organization. This organizational structure fosters cross-functional cooperation, employee empowerment, innovation, and agility (Lin, 2020). By distributing the responsibility for making decisions, Rogers Communications may benefit from its staff’s varied knowledge and viewpoints, enabling it to respond to market needs more quickly and adjust to changing conditions (Dhaliwal et al., 2015). The customer-centric culture of Rogers Communications contributes to its success by encouraging innovation and sensitivity to the demands of its clients.
However, culture, structure, and management style influence can also result in organizational failures. The ability of BCE Inc. to adjust to market dynamics was hampered by its reluctance to change and lengthy decision-making process (Sawchuk & Crow, 2020). Traditional culture and the hierarchical structure combined to produce a stiff atmosphere that hindered innovation and response (Oboni & Oboni, 2021). As a result, it was difficult for BCE Inc. to keep up with the fast-changing telecommunications sector.
Rogers Communications failed due to ineffective coordination and communication breakdown by its decentralized structure and absence of centralized authority (Sawchuk & Crow, 2020). Even though the decentralized structure encouraged innovation, it resulted in silos and fragmented decision-making, impeding efficient collaboration between various departments or business units. This lack of cooperation resulted in inefficiencies, misaligned goals, and missed opportunities.
HR Strategic Planning and Talent Management Strategies
Strategic planning for human resources and talent management strategies
ensures that human resources practices align with the overarching corporate goals and objectives (Clemons et al., 2019). To succeed in the cutthroat telecommunications sector, BCE Inc. and Rogers Communications understand how critical excellent HR planning and personnel management are.
Experienced professional recruitment and retention are top priorities for BCE Inc. To do this, the business provides attractive compensation plans to entice top industry professionals (Clemons et al., 2019). BCE Inc. also gives career development initiatives a high priority to give employees chances for development and promotion within the company. BCE Inc. seeks to produce a talented and dedicated workforce that can contribute to the long-term success of the business by making investments in the development of its employees.
Rogers Communications, on the other hand, focuses on talent acquisition techniques that aim to attract a diversified talent pool. Since Rogers Communications values diversity and inclusion, it aggressively recruits people with various experiences and backgrounds. This tactic enables the business to gain from various viewpoints and ideas, fostering innovation and creativity (Tremblay et al., 2019). To promote a healthy work environment and make sure that employees feel valued and motivated, Rogers Communications also gives priority to employee engagement and development activities.
To maintain continuity and a strong leadership bench, the organization also places a strong emphasis on succession planning, which involves identifying and developing high-potential individuals for future leadership roles.
Both businesses know that strategic talent management and human resource planning are essential to gaining an edge over competitors (Tremblay et al., 2019). BCE Inc. and Rogers Communications can attract, cultivate, and retain outstanding personnel by matching HR practices with organizational goals, ultimately contributing to their success and long-term viability.
Recommendations Based on OBHR Concepts
- a) BCE Inc. should adopt a more flexible organizational structure to promote innovation and adaptability.
- b) Rogers Communications could benefit from improving centralized coordination mechanisms to enhance communication and avoid silos.
- c) Both organizations should invest in leadership development programs encouraging transformational leadership qualities.
- d) BCE Inc. should explore ways to foster a culture of change and encourage employee involvement in decision-making processes.
- e) Rogers Communications should enhance performance management systems to ensure alignment with organizational goals and individual development.
Conclusion
Given the analysis of BCE Inc. and Rogers Communications, it is clear that organizational structure, culture, and management style are critical in deciding success or failure. Both businesses have distinctive strengths and limitations, and suggestions based on OBHR concepts can assist them in improving their performance and overcoming obstacles in a sector undergoing rapid change.
References
Clemons, E. K., Row, M. C., & Venkateswaran, R. (2019). The Bell Canada CRISP project: a case study of migration of information systems infrastructure for strategic positioning. Office Technology and People, 5(4), 299-315. https://www.emerald.com/insight/content/doi/10.1108/EUM0000000003541/full/html
Davis, M. (2019). In addition to Canada’s insolvency regime: section 192 of the Canada Business Corporations Act (Master’s thesis). https://mspace.lib.umanitoba.ca/handle/1993/34276
Dhaliwal, H., Walia, H., Biju, A., Mahrous, M., & Lok, S. (2015). Case Synopsis. http://www.sfu.ca/~sheppard/478/syn/1157/Group_F.pdf
Hossain, A., Islam, M., & Gromova, I. (2022). HOW THE TELECOM INDUSTRY CAN MAKE EFFECTIVE USE OF THE BSC FOR THE IMPROVEMENT OF FINANCIAL INDICATORS: A CASE STUDY. QRBD, 225. https://faculty.utrgv.edu/louis.falk/qrbd/QRBDnov22.pdf#page=57
Lin, L. W. (2020). The” Good Corporate Citizen” beyond BCE. Alta. L. Rev., 58, 551. https://heinonline.org/hol-cgi-bin/get_pdf.cgi?handle=hein.journals/alblr58§ion=22
Lokanan, M. E., & Braganza, E. (2021). Testing for Financial Distress in the Canadian Telecommunication Industry Amidst the Launch of 5G Technology. In SAGE Business Cases. SAGE Publications: SAGE Business Cases Originals. https://sk.sagepub.com/cases/testing-financial-distress-canadian-telecomm-industry-5g-technology
Oboni, F., & H. Oboni, C. (2021). System Definition in a Convergent Platform. In Convergent Leadership-Divergent Exposures: Climate Change, Resilience, Vulnerabilities, and Ethics (pp. 133-152). Cham: Springer International Publishing. https://link.springer.com/chapter/10.1007/978-3-030-74930-9_6
SAWCHUK, K., & CROW, B. (2020). LEAVE IT TO BEAVERS: ANIMALS, ICONS, AND THE MARKETING. The Nation on Screen: Discourses of the National on Global Television, 309. https://books.google.com/books?hl=en&lr=&id=btz0DwAAQBAJ&oi=fnd&pg=PA309&dq=Organizational+Analysis+of+Bell+Canada+Enterprises+(BCE+Inc.)+and+Rogers+Communications&ots=f28Skp-cGA&sig=txRW1lG0ES-iCreaJhHp-pn6J20
Tremblay, A., Katz, L., Tobin, J., Al Palladini, H., Camb1aso, A. A. N., Li, S., … & Mallet, E. THE ECONOMIC & TECHNOLOGY DEVELOPMENT JOURNAL OF CANADA. https://ecdev.journals.yorku.ca/index.php/default/issue/download/9/9
Winseck, D. (2022). Growth and Upheaval in the Network Media Economy, 1984-2021. https://digital.library.carleton.ca/concern/research_works/qb98mf474?locale=it
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