Organisational Culture Case Study - Nirvana Memorial Garden

MANAGEMENT OF ORGANISATIONS (BMGT2002S) ASSIGNMENT 2
LEE XIAO PING,RENICE WOO WAN LIN,TEE SZE MIN, XIANGJIA WEI
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1. Introduction to Organisational Culture
Organisational culture has been studied in two aspects: as a substantial factor to analyse
organisational successes and cultural frameworks to explain organisational cultures. Many
academics have proposed similar definitions; Schein (2010) defines organisational culture as ‘a
pattern of shared basic assumptions that the group learned…that has worked well enough to be
considered valid and therefore, to be taught to new members as the correct way to perceive, think,
and feel’. Freytag (1990) offers a similar explanation, ‘... a distinct and shared set of conscious and
unconscious assumptions and values that bind organisational members together and prescribes
appropriate patterns of behaviour’. In general, the term can be loosely defined as ‘the values and
behaviours that construct the physical and social environment of an organisation’. Organisational
culture determines attitudes, behaviours and processes in an organisation. It, therefore, affects
every aspect on the organisation’s operating processes.
Organisation leaders dictate an interpretative system of assumptions, values, norms and attitudes,
which its members further cultivate through mutual interaction. Members attribute meaning to
whatever happenings within and outside the organisation. Culture hence identifies an organisation
with a unique identity which all members identify themselves with. Besides the above-mentioned
code of conduct system, organisational culture also condenses past achievements or whatever that
have worked well in history. These practices are readily accepted and become standard operating
procedures by members of the organisation. Research further reveals that the appropriate or ‘right’
organisational culture will ensure sustainable organisational performance (Chartered Institute of
Personnel and Development, 2015) and better financial returns (Raduan, et al., 2008) (Dauber, et
al., 2012).
In the case of multinational organisations i.e. Nirvana Memorial Garden Singapore, cultural
differences, in turn, create a third culture (Holmes, n.d.), whereby host country and home country
members come together to reconcile cultural dilemmas. This third culture replaces the uniform
culture which organisations conduct across all subsidiaries. Cultural frameworks i.e. Hofstede’s
national culture dimensions will have to be supported by organisational models not based on
nationality i.e. Schein’s and Trompenaars’ models.

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1. Company Summary
Nirvana Memorial Garden Singapore (Nirvana) is the first privatised columbarium in Singapore.
A subsidiary of Malaysian conglomerate Nirvana Asia Ltd (NV Asia), Nirvana is a part of NV
Asia’s global expansion in the year 2009. Contrary to local columbaria which are either
government-operated e.g. Mandai Columbarium or owned by religious entities e.g. Kong Meng
San Phor Kark See Monastery, Nirvana is the only commercial columbarium operator in Singapore
providing professional bereavement services (Nirvana Memorial Garden, n.d.) (Snelgrove & Chan,
2015).
NV Asia is Asia’s largest bereavement care and services provider, with over twenty-five years of
experience. It boasts of a fully comprehensive range of bereavement services and the most
diversified offerings of bereavement products. Administration and operations are carried out by
staff members while a third party agency network sells its products and services (Nirvana Asia
Ltd, 2014).
Offering high-quality urn compartments and pedestal tablets, Nirvana’s products target affluent
ethnic Chinese who spend on bereavement services are traditionally and comparatively more than
other races, attributed to cultural and religious norms. Nirvana strongly advocates pre-planning:
the selection of services for one’s death, relieving financial burden off his/her family. With pre-
planning, the deceased are respected and taken care of, their family members devoid of worries,
therefore ‘Total Peace of Mind’. Pre-need accounts for a bulk of its revenue; Nirvana dominates
the local pre-need market by over eighty percent of the market share. (Nirvana Memorial Garden,
n.d.) (Snelgrove & Chan, 2015).
In Singapore, Nirvana has a total manpower of approximately fifty persons across seven
departments. It has two top-level executives - the branch head and general manager; and two
managerial executives. An overwhelming majority of employees are Singaporeans, but only one
top-level executive is a Singaporean; two are Malaysian expatriates and one a permanent resident
originating from Malaysia. Nirvana, hence, practises a third culture – an adaptive fusion of
Malaysian (home country) and Singaporean (host country) culture.

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2. Key Findings on Organisational Culture
3.1 Artefacts – organisational logo and corporate attire
Upon setting up an organisation, its leaders begin to apply their own philosophies consisting of
values, beliefs and assumptions onto the people they employ. This, therefore, sculpts a behaviour
whereby leaders advocate, existing members practise and new members are taught. Schein (2010)
proposed a model explaining symbolic and cognitive layers of organisational culture:
The first layer – artefacts, otherwise referred as the constructed physical and social environment
of an organisation. Characteristics include office architecture, interior design, dress code, symbols,
and prominent display of the organisational logo, vision, mission and core value statements.
Stories about organisational leaders and observable interaction between organisation members
(Lim, 1995) also tell of the organisation culture.
Nirvana’s, also NV Asia’s logo as seen in Figure 2.1 spots two colours, mainly blue with a tinge
of red. Blue expresses Nirvana’s superiority and confidence to the development of bereavement
services, echoing its vision statement ‘to be the industry leader of bereavement care and services
in Singapore’. It also represents Nirvana’s sincerity and professionalism to serve its customers.
Red, a colour deemed taboo in bereavement customs, represents innovation. It refers to Nirvana’s
innovative efforts to transform traditional perceptions of bereavement services to one which is
comforting and welcomed. This also echoes its target market segmentation and also its market
strategy of reaching out to the pre-need market, as Chinese traditionally only prepare for
bereavement products and services post-death. Religion wise, the two colours echo Buddhism,
which design elements of Nirvana’s products are greatly influenced by.
Nirvana is proud of its ornate architecture and premium products, expressed through visibly placed
vision, mission and core value statements. Frontline, service and ceremonial staff members are
dressed either in light blue and black formal uniforms pictured in Figure 2.2, or don blue polo
shirts with logo embroidery. Each staff member has their uniform tailored made; presenting a
smart, professional and alert image.

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Figure 3.1: Simplified Nirvana (NV Asia) logo (left) and plaque logo (right)
Figure 3.2: Nirvana Staff in corporate uniform (Nirvana Memorial Garden Singapore, 2013)
3.2 Espoused Values – Vision, Mission and Core Values
As an organisation grows, its founders and leaders teach to members of their organisation their
values. Espoused values – the second layer are values which the organisation swears by and
practises, becoming the code of conduct. This includes mission, vision and core value statements.
Nirvana’s core values greatly emphasise on its commitment to provide the best customer
experience. Four areas are identified in its core values: products, premises, processes and people
with the following corresponding keywords: value; comfortable; efficient and effective; skilled,
confident and caring. Nirvana has never been shy to proclaim its competitive advantages which its
competitors have failed to surpass. Each product, no matter the price tag, is of the highest quality
workmanship and value-for-money. Comfortable premises create the best visitor experience and
inculcate Nirvana’s brand exclusivity over its competitors. Customer-oriented service is also a
focus; staff members are hired through a stringent selection process. They receive regular and
extensive training to become experts who serve customers, whether bereaved or deceased, with
respect and sensitivity and can cater to the needs and concerns of respective customers. All the
above factors constitute the enhanced customer experience which Nirvana’s customer cannot find
anywhere else. This echoes its marketing tagline: to provide a ‘Total Peace of Mind’ for the

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departed and their family members with the highest quality and standards, efficient and effective
processes carried out by experts providing the best advice catering to your needs.
Vision: To become the industry leader of bereavement care and services in Singapore.
Mission: To provide a peaceful resting place for the departed and a complete peace of mind for
the family members.
Core Values
We offer products of the highest quality and value to our customers.
We maintain our premises to the highest standard so as to provide a comfortable environment
for our customers.
We ensure our processes are efficient and effective with our customers in mind.
We hire the best people and train them diligently so that they are skilled, confident and caring
in serving our customers.
Table 2.3: Vision and Mission (Nirvana Memorial Garden, n.d.), Core Values of Nirvana (Nirvana
Memorial Garden, n.d.)
Mission statements are about what the organisation does, or the core competency of the
organisation (7Geese, 2014). Currently, Nirvana only handles the repose of the dead and not the
funeral proceedings already dominated by local players, therefore, the product offerings of urn
compartments and pedestal tablets. Its duty is to assist the bereaved family members through the
grieving period with its expertise and professionalism. This mission corresponds and is in
alignment with its core values.
Vision wise, Nirvana aspires to lead the local bereavement industry with its strong backing from
parent company NV Asia. NV Asia seeks to dominate the Asian bereavement care and services

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sector through the various strategies – expand existing facilities, purchasing new land for future
development, expansion of existing businesses through the strategic acquisition of existing players,
increase numbers and productivity of sales agents, and lastly to increase and capitalise on brand
exclusivity. Following its listing on the Hong Kong Stock Exchange earlier in 2014, NV Asia will
be progressing with regional expansion will be on a bigger scale, targeting Vietnam, Hong Kong
and China (Nirvana Asia Ltd, 2014). Local development wise, Nirvana’s facility is set to increase
four-fold its current capacity (Nirvana Asia Ltd, 2014). A later announcement in December 2015
by Nirvana revealed its plans to develop and integrate premium funeral packages into its product
service portfolio (Nirvana Memorial Garden Singapore, 2015).
We hereby draw a strong correlation between NV Asia’s competitive strategies and Nirvana’s
vision, mission and core values. However given future plans of Nirvana’s new business functions,
we see a need Nirvana to realign its mission statement with its additional product offerings.
3.3 Heroes, Stories, Rites and Rituals
‘Dato Kong’ is a legendary name in NV Asia and Nirvana. Tan Sri Dato Kong Hon Kong founded
NV Asia in the year 1990. The conglomerate started with a cemetery in Semenyih, Malaysia and
expanded to today’s vast network of cemeteries, columbaria, crematoria and funeral homes across
Southeast Asia (Ho, 2014). Noted as the ‘driving force’ behind NV Asia, Dato Kong is known for
his business acumen, foresight and determination in transforming Malaysia’s and even the regional
bereavement landscape. His two sons, also serving in NV Asia’s board of directors, are seen as
potential successors to the lucrative business model their father has built (Bloomberg, 2014)
(Nirvana Asia Ltd, 2014). Other legends in Nirvana include agency leaders of Nirvana’s third party
agency network, whose entrepreneurial stories have become the must-know case studies for new
agents.
3.4 Awards and recognition
Nirvana’s parent company NV Asia has received many accolades over the years. Accolades
include honours bestowed by the Malaysian government in tourism and landscaping (years 1995,
1996, 1999, 2000, 2009, 2013), and penned in the Guinness Book of World Records for the largest
memorial park (2005). Besides awards received in home ground, NV was first awarded ISO 9002
in 1995 for international quality assurance and progressed to achieve ISO 9001 certification in

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2005. The ISO 9001 achievement paved a way for NV Asia to become internationally recognised
for its high quality and deep expertise. NV Asia was admitted as a member of International
Cemetery, Cremation & Funeral Association in 2010.
The admittance into the Association was another historic milestone; NV Asia further progressed
to win the following awards at the Asian Funeral Exhibition (AFE Awards): Asia Outstanding
Brand in Funeral Service Industry and Asia Outstanding Award in Multinational Expansion in the
year 2012, Corporate Social Responsibility Award and Marketing Strategy Award in the year
2013. These international industry accolades affirmed NV Asia’s status as the leading bereavement
brand in Asia.
NV Asia’s substantial expertise and high-quality processes factored greatly in its Hong Kong stock
listing in the year 2014. FinanceAsia named NV Asia as the best small-cap company (Hong Kong)
in its Asia’s Best Managed Companies Poll 2015 (FinanceAsia, 2015). CIMB valued NV Asia’s
stock value to have ‘more upside potential’ than Fu Shou Yuan, its biggest competitor in terms of
scale (Snelgrove & Chan, 2015).
Local achievements wise, Nirvana has the 2015 Singapore Brands Award (Nirvana Memorial
Garden Singapore, 2015) and also the Hoffen Award from the SME One Asia Awards 2015. The
by-invitation-only Hoffen award recognises small-and-medium enterprises who contribute greatly
to society and the business community (One Asia Awards, 2015).
3.5 Corporate governance
Corporate governance in NV Asia has been extremely positive. In the year 2014, NV Asia was
listed successfully on the Hong Kong Stock Exchange. Three committees were established to
maintain ethical operations and transparency. The committees manage the following: to conduct
an independent audit on finances, internal control and risk management; to review remuneration
for Top Management and Board of Directors; and to review the Board of Directors (Nirvana Asia
Ltd, 2014).

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3.6 Corporate social responsibility
NV Asia is noted for its extensive philanthropy efforts to clan associations, education bodies and
charities. Dato Kong, the founder, proposed a donation drive, raising millions for the Nepal
earthquake rescue efforts (Ho, 2014).
Nirvana is also actively engaged in corporate social responsibility in Singapore. In the year 2014
Nirvana has worked with Singapore Association for the Visually Handicapped (Singapore
Association for the Visually Handicapped, 2015) and Children’s Wishing Well (Children's
Wishing Well, 2014) (Children's Wishing Well, 2014) for various charitable initiatives.
4. Observations and Conclusions
4.1 Hofstede’s national culture and organisational culture dimensions
Given the multi-nationality of NV Asia, we observe Nirvana’s culture on two Hofstede’s models:
to analyse national culture differences with five culture dimensions (i.e. power distance,
individualism-collectivism, masculinity-femininity, uncertainty avoidance, long-short term
orientation) and the seven-dimensional organisational culture dimensions.
Figure 4.1: National culture comparison – Malaysia and Singapore

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A further analysis using Hofstede’s organisational culture model (The Hofstede Centre, n.d.)
(Waisfisz, n.d.) offers the following observations:
Culture Dimensions Ex-employee measurement of Nirvana
Means or goals-oriented Moderate; wary of changes but welcome innovation
Internally or externally driven Moderate; caters to customers with expertise
Loose or tight work control More inclined towards tight work control.
Local or professional Local culture
Open or closed work systems Open work system
Employee or work-oriented Slightly inclined towards work-oriented.
Degree of leadership acceptance Higher acceptance
Degree of identification of organisation Higher identification
Table 4.2: Hofstede’s organisational culture model analysis of Nirvana
Hofstede et al. (2010) noted that cross-cultural problems existent in international organisations are
due to different values the respective cultures deem important. These deep-rooted values determine
attitudes and physical and cognitive behaviours. As such there is a need to reconcile cultural
dilemmas by creating a third culture where two cultures can work well in respect with each other.
In Nirvana’s case, Malaysians will be more rigid and prefer a proven structure to work with as
they do not welcome ambiguity. Singaporeans comparatively are more relaxed and the relationship
between superior and subordinate are friendlier. Singaporeans have room for innovation and will
invest long term to reap immense successes, unlike Malaysians who seek quick results (Raduan,
et al., 2008) (The Hofstede Centre, n.d.) (Cacciattolo, 2014 ). Hence, it creates a third culture as
shown in Table 4.2, which is a reconciliation of dilemmas as depicted in Figure 4.1, particularly
in terms of means-goals oriented, work control, local-professional culture and work-oriented.

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4.2 Trompenaars’ four corporate cultures
Figure 4.5: Trompenaars’ Four Corporate Cultures (Trompenaars & Hampden-Turner, 1997)
As seen in Figure 4.5, Trompenaars’ Four Corporate Cultures classifies the different types of
interactions happening within the organisation. Nirvana’s culture is determined as the Family
culture. Nirvana’s culture encompasses emphasis on hierarchy, goal orientation in achieving
overall objectives, tight work control and member’s identification to their superiors/senior
colleagues and the organisation, management’s focus on employee welfare, all characteristics of
the Family Culture. One notable point is that Nirvana also corresponds with Eiffel Tower culture,
with a firm organisational structure with clearly defined job scopes constituting its efficient
processes.
4.3 Organisational maturity
With reference to the collaborative organisational maturity model proposed by Morgan (2012),
NV Asia has reached level five of organisational maturity – ‘the adaptive organisation’. NV Asia’s
goals and objectives are continually improved and evolved, vision and mission continually aligned
to objectives. Competitive strategies are mapped out in accordance to achieve overall objectives.
Evaluation of successes and failures are carried out. New business functions are explored
continuously i.e. NV Asia’s stock listing and Nirvana’s premium funeral packages development.
Education and training are of utmost importance as illustrated in Nirvana’s core values, to serve
customers effectively. NV Asia and Nirvana continuously benchmark i.e. ISO 9002 and 9001

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certifications and evaluate their processes. Strategic planning and management are carried out and
consistently enhanced formally.
4.4 Concluding comments
Nirvana’s organisational culture is attributed to its parent company NV Asia’s matured
organisational structure and a third culture created from the reconciliation of national culture
dilemmas. Such reconciliation leads to a slightly work or goal-orientated, hierarchal organisational
culture which focuses on its people.
5. Recommendations
Despite Nirvana having measured highly on organisational maturity model, it is of utmost
importance for it to evaluate its performance regularly. Nirvana is the only player offering such
premium products and services in the local market. Therefore, it may gain complacency due to its
market dominance and superiority over other industry players. Threats exist for Nirvana; other
competitors are already working to share the big pie of the Singapore pre-need market (Hio, 2015)
(Wang & Cao, 2014).
Nirvana should, therefore, continue benchmarking with independent audits and SPRING
Singapore’s Business Excellence Niche Standards (SPRING Singapore, 2015). The niche
standards will propel Nirvana to constantly review its structure, processes and quality efforts as
required by the ‘adaptive organisation’. If Nirvana stops its efforts, it may regress to lower stages.
With the above study on Nirvana’s organisational culture, we recommend that Nirvana can work
towards to achieve either of the following certifications in the next two years:
 Singapore Service Class (S-Class) – niche business excellence standard for service;
 Singapore Quality Class (SQC) / Singapore Quality Class Star (SQC Star) – holistic
business excellence standard;
 People De Eloper Singapore – niche business excellence standard for people.

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The achievement of above certifications paved a way and prepare Nirvana for the following
Awards i.e. Singapore Quality Award, People Excellence Award and Innovation Excellence
Award and the Singapore Prestige Brand Awards (SPBA Secretariat, 2015). Such achievements
will become Nirvana’s competitive advantage and uphold brand exclusivity.
As mentioned earlier in Point 3.2, Nirvana looks forward to include new business functions into
its product offerings. New additions and changes will be made to Nirvana’s current structure and
processes. Besides proposing to realign Nirvana’s mission statement in accordance with its new
product offerings, we also recommend Kotter’s Accelerate change management Model (Kotter
International, 2015) to facilitate the adoption process with minimised risk and resistance. Under
the Kotter model, change is self-initiated and carried out flexibly within the hierarchy. Unlike the
original 1996 model, the Accelerate model allows for all stages to be carried out simultaneously,
and change can be carried in all directions of the organisational structure. Opportunities should be
pursued actively and persistently, initiatives being recognised to fulfil these opportunities and fully
maximise their potentials for the biggest returns.

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