BUILDING A TRAINING CULTURE AT MONTECARLO LIMITED
CASE STUDY SOLUTION
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SYNOPSIS
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Montecarlo Limited (MCL), a 25-year-old infrastructure and construction company in India, had invested
in building effective human resources (HR) processes and a better employee experience. While it was
unconventional for companies in this industry, whose outlook generally favoured production and
n
profitability, to focus on these issues, MCL had endeavoured to create not only an effective training function
but also a culture of learning and development that empowered its employees to become better professionals
tio
and individuals. Given the nature of the industry, such efforts posed challenges in understanding and
implementation. In January 2021, the company’s senior vice-president of HR wondered both how this focus
on employees would help MCL and whether the company should continue to invest in its people and in
lu
building a culture of learning. If it did continue, how could it adjust its training process to make the learning
and development process more effective?
So
OBJECTIVES
The Case Solution Starts From page 4
,• Explain the importance of congruence between culture, employees, strategy, and structure.
• Describe the role of human resources processes, especially training and development, in achieving
overall organizational objectives.
• Explain how training needs are identified.
• Outline and critique various elements of training design and development.
• Recommend changes in existing processes of training needs identification, training design, and training
delivery.
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ASSIGNMENT QUESTIONS
1. Why is it important for an organization like MCL to focus on building a training culture?
2. Explain the role of the founder in shaping the culture and processes of an organization. Do you see a match
between the culture of this company and its approach toward the learning and development function?
3. Outline and critique the overall training strategy of the company.
4. What process changes would you suggest to make the design and delivery of training more effective?
The Case Solution Starts From page 4
, ANALYSIS
1. Why is it important for an organization like MCL to focus on building a training culture?
discuss the four different types of organizational cultures—adhocracy, clan, market, and
hierarchy—and how they help organizations with external adaptation and internal integration.
highlight the importance of having a learning culture, both in an organization like MCL and
e
in its industry. Understanding the four types of organizational cultures generally helps in comprehending
the organization’s preference for stability over flexibility and internal focus over external focus. Companies
pl
with tight controls will operate as a hierarchy (if internally focused) or as a market culture (if externally
focused). Similarly, if an organization in a hierarchy shifts to an external focus, it would move from a
m
market culture to a clan culture. For a manufacturing firm, moving from a hierarchy to a clan would include
becoming more team-oriented and collaborative. In the long run, as organizations expand and vie to grow,
they will have to let go of some control and build cohesion and collaboration.
Sa
lead a discussion on organizational cultures and why organizations must adapt to
changing times. It may also be important to highlight the role of employees’ experience in creating a better
customer experience. It has become imperative for organizations to create a superior employee experience
n
wherein employees can bring their whole selves to work, and feel more accepted, free, and respected. Such
tio
lu
So
The Case Solution Starts From page 4
CASE STUDY SOLUTION
e
pl
SYNOPSIS
m
Sa
Montecarlo Limited (MCL), a 25-year-old infrastructure and construction company in India, had invested
in building effective human resources (HR) processes and a better employee experience. While it was
unconventional for companies in this industry, whose outlook generally favoured production and
n
profitability, to focus on these issues, MCL had endeavoured to create not only an effective training function
but also a culture of learning and development that empowered its employees to become better professionals
tio
and individuals. Given the nature of the industry, such efforts posed challenges in understanding and
implementation. In January 2021, the company’s senior vice-president of HR wondered both how this focus
on employees would help MCL and whether the company should continue to invest in its people and in
lu
building a culture of learning. If it did continue, how could it adjust its training process to make the learning
and development process more effective?
So
OBJECTIVES
The Case Solution Starts From page 4
,• Explain the importance of congruence between culture, employees, strategy, and structure.
• Describe the role of human resources processes, especially training and development, in achieving
overall organizational objectives.
• Explain how training needs are identified.
• Outline and critique various elements of training design and development.
• Recommend changes in existing processes of training needs identification, training design, and training
delivery.
e
pl
m
Sa
n
tio
lu
So
ASSIGNMENT QUESTIONS
1. Why is it important for an organization like MCL to focus on building a training culture?
2. Explain the role of the founder in shaping the culture and processes of an organization. Do you see a match
between the culture of this company and its approach toward the learning and development function?
3. Outline and critique the overall training strategy of the company.
4. What process changes would you suggest to make the design and delivery of training more effective?
The Case Solution Starts From page 4
, ANALYSIS
1. Why is it important for an organization like MCL to focus on building a training culture?
discuss the four different types of organizational cultures—adhocracy, clan, market, and
hierarchy—and how they help organizations with external adaptation and internal integration.
highlight the importance of having a learning culture, both in an organization like MCL and
e
in its industry. Understanding the four types of organizational cultures generally helps in comprehending
the organization’s preference for stability over flexibility and internal focus over external focus. Companies
pl
with tight controls will operate as a hierarchy (if internally focused) or as a market culture (if externally
focused). Similarly, if an organization in a hierarchy shifts to an external focus, it would move from a
m
market culture to a clan culture. For a manufacturing firm, moving from a hierarchy to a clan would include
becoming more team-oriented and collaborative. In the long run, as organizations expand and vie to grow,
they will have to let go of some control and build cohesion and collaboration.
Sa
lead a discussion on organizational cultures and why organizations must adapt to
changing times. It may also be important to highlight the role of employees’ experience in creating a better
customer experience. It has become imperative for organizations to create a superior employee experience
n
wherein employees can bring their whole selves to work, and feel more accepted, free, and respected. Such
tio
lu
So
The Case Solution Starts From page 4
