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.
The reason this topic was chosen was because the Martins chain as well as the Ukrops chain had specific characteristics/ symbols that could be used to define each chain. The concepts that the Martins takeover exemplified were prime examples of the topics we discussed in class. In class, we discussed the organizational culture and how it affects an organization. The Martins takeover is an excellent example of the ways organizational culture affects an organization. In this case, the Ukrops dominant culture just couldn’t compete with Martins. Even though Ukrops had an outstanding positive culture, this is one example of how the national culture had a tremendous effect on the local culture within the Ukrops chain. When the Ukrops managers thought about how their organization was being affected globally, they made the conscientious decision to sell to Martins. Because organizations depend heavily on foreign markets, the managers of Ukrops decided that Martins would be a much better fit to the community.
Ferrell, O.C., Fraedrich, J., & Ferrell, L. (2009). Business ethics: Ethical decision making and cases (7th ed.). South-Western College Pub;
The longevity of the culture as well as managements views was discussed which can make it difficult for the culture to change. Several agreed many company cultures are hard to change, however can be accomplished with everyone on board including the management. Furthermore, many agreed changes can be positive and help provide a better environment for IT security policies. Dawan Ferguson gave an example of how her employer changed the culture by beginning the management and streamlining it down the chain. This not only proved to be effective but also unified everyone within the company with the new changes and many agreed with her on this
Ferrell, O.C. "Business Ethics." Ethical Decision Making and Cases. Michele Rhoades, Joanne Dauksewicz. Mason: South-Western Cengage Learning, 2011. Print.
Organizational culture is the belief system that incorporates the values, beliefs, and norms of the organization’s members. It is a guide system that tells the members of the organization how to think and act while performing the job functions. By the 1900’s when Engstrom experienced its first downturn it was operated by a manager that “lacked the sophistication with technology necessary to find quick solutions and was inept at working with an increasingly militant union” (Beer and Collins, 2008). By 1998, Ron Bent was hired to salvage the remains of the company and at that time the structure , or the organizational culture, should’ve been outline. The lack of establishing an organizational culture impacted the company in several ways: Ron Bent missed the opportunity to define the vision or the overall company direction, the opportunity to give stability and continuity to the company, and the opportunity to stimulate employee
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
Organizational cultural is the system of shared beliefs and values that develops within an organization and guides the behavior of its members, while organizational structure is an expression of social and economic principles of hierarchy and specialization (Kinicki, 2015). Both the culture and the structure of an organization are important things for management to understand in order to successfully set and achieve an organization’s goals. Companies who excel in highly competitive fields can attribute their successful economic performance to a cohesive corporate culture that increases competiveness and profitability. This culture is best utilized in an organization that has the necessary structure to allow its employees to coordinate their
Ferrell, O., Fraedrich, J. and Ferrell, L. (2011). Business Ethics: Ethical Decision Making and Cases. 1st ed. Mason, Ohio: Cengage Learning, p.327 -336.
Whether or not a company is attains acclaimed success lies not in the fact that it spends huge amounts of money on Research and Development, rather, and as stated by Bauer and Erdogan (2010), success is determined principally by the people within hat specific organization; they are the assets whose output resonates wit he company’s success. However, while this is an established fact, it is also important to state that both the organization and the people who constitute it mutual impact arriving at collective success. Therefore, as Bauer & Erdogan (2010) continue to assert, it is necessary to understand how people relate at work both at the individual and group levels, and how the organization is impacted by this interrelationship. This is what Bauer & Erdogan (2010), define as organizational behavior. It informs on what is wrong, and what is correct; essentially assisting one as an employee become ore engaged in work. Leadership or governance is one of the constituent components of organizational behavior. More often than not, it is usually associated with power, ethos, and cultural inclinations of the organization. This paper seeks to examine in-depth, management problems associated with leadership and governance at Hewlett-Packard and how it impacts on the company’s organizational culture and behavior.
The organizational culture of the automotive industry is one that underwent a drastic decline between 2008 and 2009 (Goolsbee & Krueger 2015). However, within a few years the Chrysler organization made enhancing adjustments for the better. The catalyst for the transformation from negative to positive within Chrysler organization was Sergio Marchionne, who took radical measures to realign the organizational culture (Kreitner & Kinicki 2013). Through carefully adjusting the espoused value of the company and guaranteeing that they matched the enacted values he was able to generate a high Person-environment fit (PE fit) that guided the company out of bankruptcy. By using attentive deliberation of the Chrysler culture we can learn about the
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.
Organizational culture is the key to organizational excellence and leadership is a function to create and manage culture (Chen 1992). Organizational researchers have become more aware of the importance of understanding and enhancing the cultural life of the institution. "This study is one of a group of companies with high-performance in North America, interest in organizational culture is an important element in organizational success. Tesluk et al (1997). Looking at the" soft "of the organization, the researchers claim that" the organizational culture may be suitable for a means to explore and understanding of life at work, and make them more humane and more pronounced (Tesluk et al, 1997), and the graves (1986) also stressed the importance of corporate culture, and the need for research strategies and methods of investigating the various elements and processes of the organizational culture. He argued the culture that meets the basic needs of belonging and security in an attempt to describe this gathering that culture is "the only thing that distinguishes one company from another gives them coherence and self-confidence and rationalises the lives of those who work for it. Standard that may seem random, is to enhance the life to be different, and safe to be similar, and culture is a concept that provides the means to achieve this compromise (p. 157).
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.
Organizational culture can be defined as the glue that holds an organization together through a sharing of patterns of meaning. The culture focuses on the values, beliefs, and expectations that members come to share (Siehl& Martin, 1984). Organizational culture helps to contribute towards achieving the organizational goals, decision making processes, job satisfaction, employee motivation etc. It helps in uniting the employees of an organization.
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...