Wait a second!
More handpicked essays just for you.
More handpicked essays just for you.
The importance of leadership
Importance of leadership in the society
Literature review of concept of organizational CULTURE
Don’t take our word for it - see why 10 million students trust us with their essay needs.
Recommended: The importance of leadership
A company’s organizational culture “can be defines as a set of values, norms, and artifacts, including ways of solving problems that members (employees) of an organization share. As time passes, stakeholders view the company and organization as a living organism, with a mind and will of its own”. It can be summarized as “the way we do things around here” (Ferrell 143-181). A company’s organizational culture is learned mostly through its artifacts; stories, rituals, language and symbols. Stories are narratives that contain elements of cultural value and beliefs, often involving its founder(s). Usually stories that anchor what’s happening now into what happened, involving a hero. Rituals are repetitive sequence of events that reinforce key values. Language is the acronyms and jargon used that let others know that you’ve assimilated. And symbols are usually some sort of method of conveying values apart from stories, rituals, and language. The case “How EDS Got Its Groove Back” written by Bill Breen is about Dick Brown who was recruited by EDS’s board of directors to be its CEO. Before he was recruited, Brown was the CEO of British telecom Cable & Wireless, for two years; making him the first outsider to lead EDS in its history of 36-years, at the time. He arrived with an unequivocal message: “A company’s culture is really the behavior of its people. And leaders get the behavior they tolerate.” When Brown saw, the phone in his office didn’t ring; he summoned a technician to explain the problem, to him. The technician told him, the previous CEO of the company had the phone lines cut; to avoid incoming calls. The company that invented the information technology-services industry had itself disconnected. After getting his phone line r... ... middle of paper ... ...DS. He knew right away that the flaw with EDS was in its culture. My analysis of this case was of its organizational culture characteristic, of EDS before and after Dick Brown was recruited as its CEO. The type of leader he was to EDS and how effective his leadership abilities and styles were. I also commented on his effectiveness on changing EDS culture. He made the eagles flock, together. Works Cited Ferrell, O.C. "Business Ethics." Ethical Decision Making and Cases. Michele Rhoades, Joanne Dauksewicz. Mason: South-Western Cengage Learning, 2011. Print. Bauer, Talya, and Berrin Erdogan. "Characteristics of Organizational Culture." flatworldknowledge. flatworldknowledge, n.d. Web. 10 Sep 2011. . Breen, Bill. "How EDS Got Its Groove Back." Fast Company. 51 (2001): 106. Print.
Cohen, S., Grace, D. (2010). Business ethics: Canadian edition. Don Mills, Ontario: Oxford University Press.
Mr. Marchionne was hired to change the culture of Chrysler. Mr. Marchionne has accomplished this through two aspects of organizational change. The first step was “workflow and organizational structure” (Kreitner & Kinicki, 2013, pg.76). Mr. Marchionne also utilized “formal statements of organizational philosophy, mission, vision, values, and materials used for recruiting, selection, and socialization” (Kreitner & Kinicki, 2013, pg.74). Mr. Marchionne utilized organizational structure from the get go. He called all his CEO’s from various functions and held meetings with them. He eliminated quite a few. He then started building his own foundation utilizing organizational structure change that fell linier to his new culture. Mr. Marchionne also changed the organizational philosophy. Anyone whom he felt did not want to take part he fired. His first step was to eliminate anyone he felt would hinder the process. He also changed the mission of the company along with vision. His new vision eliminated the idea of cutting cost. He fired one CEO for offering a $4,500-dollar rebate on top of the governments already instilled rebate. This was a loss of margin in his eyes and was the reason the company lost profits and filed bankruptcy. Mr. Marchionne envisioned a new plan and idea for the company. He “formed an alliance with Italy’s FIAT SpA” (Kreitner & Kinicki, 2013, pg.86). “Much empirical evidence has highlighted the role of authentic leadership in generating desirable work related outcomes including creativity at work” (Kamal, Zubair, 2016, pg.429). Leadership is the root of change. If the leadership is not coherent then the change will flat. “Culture
This paper assesses the impact of culture with the merger between Sprint and Nextel and how to give recommendations on what organizational leaders could have done to create unified strong culture for the organization.
The third Case Study “Home Depot’s Blueprint for Culture Change” studied Mr. Robert Nardelli’s role as the CEO of Home Depot. He approached management in an autocratic style, which was criticized by many. This paper will take a look at how Mr. Nardelli’s style follows Kotter and Cohen’s model of change.
O'Reilly III, C. A., Chatman, J., & Caldwell, D. F. (1991). People and organizational culture: a
Seawell, Buie 2010, ‘The Content and Practice of Business Ethics’, Good Business, pp. 2-18, viewed 22 October 2013, .
Ferrell, O. C., Fraedrich, J., & Ferrell, L. (2013). Business ethics: Ethical decision making and cases: 2011 custom edition (9th ed.). Mason, OH: South-Western Cengage Learning.
Jennings, M. (2009). Business ethics: Case studies and selected readings (6th ed.). Mason, OH: South-Western Cengage Learning.
The right company culture would influence the company’s behavioral consistency, social control performance, and increase staff motivation which would happen spontaneously themselves as mentioned by CEO of Zappos.com: Tony Hsieh). Campbell was beset with difficulties and required to rebuilt an effective business framework. Campbell performed a strong organisational culture during the process that operated with clearly integrated planning, opened working circumstance and mutual reliance within the company. Managers and employees in Campbell worked together as a partnership with the same objectives. It was an effective way to share information and transferred their tacit and explicit knowledge into the new company owned culture and resources. Higher efficiency of operation helped Campbell process with a clear and integrated preparation. Each phase had been critical handled and prepared since the CEO rethought company’s IT organisation. Thinking IT, building IT infrastructure, mapping transformation, planning, organising and managing for changes constituted a streamline procedure so that the deployment went smoothly with good basis of programming. The deploying process was fully reflected the culture of Campbell’s ability of team work and strategic planning. In addition, they worked in good faith which is a significant factor with successful implementation. Mutual trust and cooperation
Guyon, J. (1997, August 4). Why is the world’s most profitable company turning itself inside out? Fortune, 136(3), 120-125.
Coming to IBM changed Gerstner’s outlook on how important culture factors in to the success of a company. He states “until I came to IBM, I probably would have told you that culture was just one among several important elements in any organization’s makeup and success—along with vision, strategy, marketing, financials, and the like” but later states “I came to see, in my time at IBM, that culture isn’t just one aspect of the game—it is the game” (Gerstner, 2002, pg. 181-2). Cultural change at IBM was going to have to be a long-run initiative.
Instead of creating another IT giant, Ross Perot’s personal ambitions and management methods drove a company to the breaking point. Ultimately, the failures of Perot Systems to succeed on the scale of EDS are centered on Ross Perot’s failure to show the proper leadership skills and to develop a successful culture of leadership within his company left Ross Perot losing in the marketplace his business vision helped create.
Cohen, S., Grace, D., & Holmes, W. R. (2010). Business ethics: Canadian edition. Don Mills, Ontario: Oxford University Press.
Peters, T. J. & Waterman, R. H. (1982). In Search of Excellence: Lessons from America’s Best-Run Companies. New York: Harper &
Organisational culture is one of the most valuable assets of an organization. Many studies states that the culture is one of the key elements that benefits the performance and affects the success of the company (Kerr & Slocum 2005). This can be measured by income of the company, and market share. Also, an appropriate culture within the society can bring advantages to the company which helps to perform with the de...