Topics: Big Four auditors, Culture, Employment Pages: 6 (1897 words) Published: August 15, 2010
Organization Culture Inventory
Stacey Pitcher
May 30, 2010
Dr. Ferguson
GM 591


A global organization with offices in 150-plus countries and 155,000 employees, PricewaterhouseCoopers (PwC), one is the Big Four. PwC offers many services, including audit and assurance tax, transactions, performance improvement, human resources, advisory services and crisis management to help resolve complex client and stakeholder issues worldwide. PricewaterhouseCoopers is well placed to help you meet the challenges and opportunities of the marketplace. They offer the perspective of a global organization combined with detailed knowledge of local, state and US national issues. Formed in 1998 from a merger between Price Waterhouse and Coopers & Lybrand, PwC has a history in client services that dates back to the nineteenth century. Each accounting practice originated in London during the mid-1800s. Today in Bermuda, PwC is the largest professional services firm, with 13 partners and over 210 staff. Their offices located in central Hamilton, focusing on the unique needs of individual markets and industries. PwC’s success in meeting today's business challenges rests on the way they approach their work. PwC refers to their approach as Connected Thinking. Connected Thinking fosters collaboration and knowledge sharing whether their staff members are at a client site, telecommuting, or working from any of their offices nationwide. At the core of their philosophy is a simple construct; People matter. In actual fact, they come first is their claim. This simple yet vital concept is at the heart of the business strategy they have in place.


The culture of an organization is like its personality. For a global firm like PwC with numerous offices around the global, the culture at each firm will be different even though the fundamental principles are shares across all the firms. The people in the organization are really the ones to develop the culture of the firm. In PwC Bermuda, the Organization Culture Inventory (OCI) profile revealed that Avoidance is the primary style, Competitive is the secondary style and Affiliative & Approval is the weakest cultural styles of the unit. These results imply that PwC Bermuda push for success, but does not reward such success, nevertheless punish mistakes. Additionally, the firm is continually in competition with each other or other offices in the same industry. PwC not only achieves its sales objectives but have also outperformed its competitors, are considered "winners." Affiliative and Approval, being the weakest cultural styles suggests that interpersonal relationships are not important in this firm.

Associate Culture Behaviors

According to the OCI, Avoidance is when members shift responsibilities to others and avoid any possibility of being blamed for a mistake due to this negative rewards system. In regards to the rewards system in PwC Bermuda the cost in some cases out weight the benefits. Your reward for working 70 hours a week in busy season, is to be taking out for lunch with your team or have a day off and possibly a bonus; therefore, leaving no incentive to work hard. On the other hand, if you make a mistake you can be scolded. On an engagement team all the detailed work is pushed down to the low levels, senior associates and associates. Depending on your level and what is expected of you determines your punishment for your error. As an associate level one, a new employee that is learning everything for the first time, would not be punished for mistakes just told how to correct them. However, a senior is expected to review your work to catch any errors and if they don’t, they will face a dilemma. As a young person coming out of university this is a great place to work. Although the hours are long and the pay initially is not the greatest; you develop skills and knowledge that would greatly benefit you in the future, whether you are...
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