The Influence Of
Organisational Culture
Versus
National Culture
Within The Global
Group of Companies
Author:
Table of Contents:
Executive Summary Page 3
Company Background Page 4
Research Analysis Page 6
Recommendations Page 13
References Page 15
Appendix (Survey questionnaire attached as a separate document)
Executive Summary:
Research (1) indicates that national culture has a greater impact on employees than does their organisation’s culture and this report examines both cultures within VOLE Inc. a seventeen month old company with the ambition to establish a worldwide presence within three years. At the moment VOLE is small enough to debate and address these issues but diverse enough with operations across four continents in fourteen countries to already be experiencing the strains of cultural differences, particularly between the Far East where the company has its roots and the recently opened markets of Western Europe and the United States.
It will hopefully lead to the formulation of some agreed corporate communication policies as these will become increasingly difficult to put together and implement as global expansion...
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...rketing of the VOLE network to individual JV companies, who are also granted financial autonomy and control of their respective P&L functions, the primary drawback of such a structure – the reduction of management control over key parts of the business – must be constantly borne in mind. This weakness can be best tackled from the centre by a continual emphasis on the interdependency of each VOLE JV on each other, a fact well recognised in the survey, but easily forgotten in the day to day business activities of each JV as new successful companies are built from the ground up.
Maximum advantage must also be taken of the flexibility such an organisational structure provides and the ability of VOLE companies to provide a network management service simply, quickly and for a far smaller cost than the traditional video conferencing industry must be continually highlighted as the company’s USP.
References:
(1) N.J. Adler 2002 International Dimensions of Organizational Behavior. 4th Ed Ciciinatti, OH: Southwestern pp. 67-69
(2) S.P. Robbins 2002. Prentice Hall Self Assessment Library. Pearson Education Company
Moorhouse, A. (2005, November). International Management Organizational Behavior. Retrieved October 16, 2008, from University of California Berkley: http://www.ocf.berkeley.edu/~matran/Files/proKarenLeary.doc
Every company in any industry consists of collection of activities that help the company to create value for their customers, these collection of activities celled “ value chain”. The value chain has two types of activities: the primary activities and costs, and the support activities and costs. We will explain both of them that are related to Nintendo.
Robbins , Stephen P. and Judge, Timothy, A. Organizational Behavior. Upper Saddle River, New Jersey. Prentice Hall. Pearson Custom Publishing. 2008 Print
Langton, Nancy, Stephen Robbins, and Timothy Judge.Organizational Behaviour: Concepts, Controversies, Applications. Fifth Canadian Edition. Toronto: Pearson Canada, 2009. 141, 574-84. Print.
pp. 146-170. Kreitner, R., & Kinicki, A., (2004). Organizational Behavior (6th ed.). New York: McGraw-Hill/Irwin.
Kinicki, A., & Kreitner, R. (2009). Organizational behavior: Key concepts, skills and best practices (customized 4th ed.). New York, NY: McGraw-Hill Irwin.
A value network is a business analysis perspective that describes social and technical resources within and between businesses. The nodes in a value network represent people (or roles). The nodes are connected by interactions that represent tangible and intangible deliverables. Companies often have external and internal network values. External values include customers or recipients , intermediaries , stakeholders , complimentary , open innovation networks and suppliers . As for internal network values focus on key activities, processes and relationships that cut across internal boundaries, such as order fulfillment, innovation, lead processing, or customer support. Value is created through exchange and the relationships between roles. Value networks operate in public agencies, civil society, in the enterprise, institutional settings, and all forms of organization. Value networks advance innovation, wealth, social good and environmental well-being. This creates a standard for workers to be able to produce a free flow conscious mind in giving out
Covering sixty-three nations, the vital union will see Vodafone Global Enterprise supply about 50,000 Unilever workers with gadgets, network and Managed Mobile Services, which will enhance the conventional path and direction of Unilever's portable interchanges spend, upgrading cost efficiency and effectiveness in relation to the delivering of products and services. Vodafone Global Enterprise deals with the correspondence demands and needs of its clients in relation to the agreement, Vodafone will likewise supply services to Unilever with important information on the most proficient method to increase more prominent upper hand through conveying inventive versatile arrangements. Likewise, Vodafone will give key guidance on new patterns, for example, the successful administration of purchaser gadgets and applications in the working environment. Vodafone and Unilever will work a graduate learner trade project to empower further versatile development in the work environment. To rearrange the administration of Unilever's versatile interchanges, Vodafone will send a variety of arrangements including Vodafone Telecoms Management, a completely facilitated and oversaw administration intended to eliminate various operational issues. Supported by Vodafone's worldwide backing and administration level understandings, Vodafone Telecoms Management will give Unilever more prominent perceivability and administration control over its telecoms consumption, and additionally enhance the nature of administration conveyed to representatives. (Technology Marketing Corporation,
Metersbonwe took the lead in adopting virtual organization among Chinese garment industry by brand chaining operation. The company stated to take full advantage of market resources by controlling, retailing, the core segment in the link in order to concentrate on its core business, Brand construction and Design, while non-core business was outsourced: Manufacturing and Sales network. At present, over 200 manufacturing factories have established long-term cooperative relations with Metersbonwe Group, saving 62.5m$ for the company. More than 900 franchising shops save an average of 62.5m$ every year as well. At the same time the company collects capital from the franchising fees. Metersbonwe achieved great success by using this model.
Svensson, G., 2001. 'Globalization' of Business Activities: A 'Global Strategy' Approach, Management Decision, 39(1), pp.6-18.
Robbins, S. P., & Judge, T. A. (2011). Organizational behavior (14 ed.). Upper Saddle River, NJ: Pearson.
Kolb, D. A., Osland, J. S., Rubin, I. M., & Turner, M. E. (2007). The Organizational Behavior
Explain how the company’s value-chain activities can be better linked to create value for the company.
A value delivery network allows many companies to create customer value that cannot be created by use of the company’s own value chain. A “Value delivery network,” is made up of the company, suppliers, distributors, and ultimately the customers who partner with each other to improve the performance of the entire system (Armstrong et al. 52). This type of system interests me because I have always been curious as to what path a product or service must take in order to be considered a “value” to a customer. Generating my interest during one of the case studies during class, Accenture is a company that has improved the value delivery network for many companies. Accenture has improved not only the value delivery system for the airline industry, but its own global delivery system with its partner BT.
The organization traditionally concentrated on the lower end of IT value chain from 2000-2004, this shifted to higher value IT services in order to obtain the competitive advantage. Value chain offers organizations ways to improve value to its customers; it can also be defined as generic strategies of differentiation and cost leadership (O’Connell, 2010).