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Eassy of organisational culture
Six different dimensions of organizational culture
Six different dimensions of organizational culture
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Recommended: Eassy of organisational culture
In this paper, the organizational cultures of Ukrops and Martins Grocery Store. The purposes of this paper are to discuss the similarities as well as the differences in culture between the two organizations such as the employee/customer satisfaction, policies, as well as the benefits each company gave their employees. Also in the paper, the reason why Martins felt a need to buy out Ukrops will be discussed.
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.
Ukrops and Martins are two companies that differ dramatically when it comes to their culture. Ukrops is a company that was founded by Joseph and Jacquelin Ukrop in 1937. When The Ukrops opened the 1st Ukrops location on Hull Street in Richmond, Virginia, they never expected that the Ukrops franchise would even have more than on...
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Kollatz, Harry. "The Original Ukrop's." Richmond Magazine n. pag.
Web. 18 Jul 2010. .
"Ukrop's likely to become Martin's Food Markets." NBC 12 18 12
2009: n. pag. Web. 18 Jul 2010. .
"Martins Landing." Style 16 03 2010: n. pag. Web. 19 Jul 2010.
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3A7027421841978F18BE895F87F791&tier=4&id=E012F24FAB41494BAEDC4C4231288516>.
"Fun Facts From Ukrops." 2010: n. pag. Web. 19 Jul 2010.
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Each organization big or small has its own values, ways of doing things and assumption that it operates in. The principles and ethics that exist in each of these companies are the baseline through which the company operates its affairs. This is what can be called as that organization’s culture. The culture in existence has an impact on the productivity, effectiveness and efficiency (Keyton, 2011). The basis of setting the most appropriate culture of a company is not only to move or increase the profitability but also to make the stakeholders happy and satisfied. One aspect of that is the employee or the human resource the firm who put their expertise in the firm and add a bit of creativity and innovativeness to move the products. Chick-Fil-A operates in a competitive industry thus it requires all the stakeholders.
As we learn from the case study, the Lincoln Electric Company is the largest global manufacturer of machines for welding, which are used in all kinds of construction projects. This means that the company has a large global presence and many employees, so its culture affects thousands of its workers. Even though it is now 2014, the company still has a large market share and very satisfied employees, so clearly the culture leaves employees satisfied and motivates them to work hard for the company.
The leading retailer of prescription drugs, CVS Health, has positioned itself as a growing and sustainable healthcare platform for an aging populace and changing healthcare dynamic. The officers, along with the board of directors have made strategic moves in the past few months and years to better position itself in obtaining a large market share, while providing its shareholders with obtainable growth potential. In the case of CVS Health, I believe that the executives and management team are the largest influencers of the culture and with setting goals for the company and customers.
An Evaluation of the Impact of the Organisational Structure, Culture and Management Style Upon the Performance of J Sainsbury
In today’s dynamic business environment leadership must understand the value and importance of their organizations’ culture. While it may never be formally defined, leadership must have a vision of their intended culture and a plan for creating and maintaining it. This vision will serve as the potter’s clay that determines everything from the dress code to the organizational structure. This paper examines two methods organizations can choose to create and maintain a healthy culture.
In any successful strategic implementation, one key element is the corporate culture. The corporate culture in a company is a collection of the values, norms, beliefs, and attitudes which governs how people behave in an organization. It is how company employees and management interact with fellow employees and also stakeholders outside the company. These values that are shared in the company helps dictate how they dress, act, and perform their jobs. To maximize customer satisfaction, Home Depot’s employee’s exhibit the company’s corporate culture. This is how they stand out from their competitors. The corporate culture helps build a motivational environment for workers and it helps make customers feel welcome. This is how they have a competitive
Chapter sixteen in our textbook highlights the benefits of organizational culture and what it can do for any company with a strong culture perspective. In fact chapter sixteen-three(a) speaks widely on how a strong culture perspective shapes any organization up well enough to perform better than any of its competitors who do not balance any organizational culture. If not mistaken after viewing SAS institute case they are well on track with facilitating a high performance organization culture. First, SAS institute motivate all employees to become goal alignment in their field of work. This is where they all share the common goal to get their work done. In one of the excerpts taken away from this case, an employee- friendly benefits summary expresses the statement “If you treat employees as if they make a difference to the company, they will make a difference to the company.” “SAS Institute’s founders set out to create the kind of workplace where employees would enjoy spending time. And even though the workforce continues to grow year after year, it’s still the kind of place where people enjoy working.” Clearly highlighted from this statement that SAS Institute is mainly ran off of a fit perspective. Which argues that a culture is only as good as it fits the industry. Allowing a good blueprint or set up will
Walmart’s failure: Walmart failed in several countries like Germany, Japan, Hong Kong, Indonesia and South Korea mainly because they did not understand the culture of these countries comp...
Since I have been back in school, one of the things I have learned is that every company has a culture and every person as a brand. These are very important in the growth of a organization, business, or person. So I have decided to look into the organizational culture of two companies. One of supports the needs of people and the other the wants of people. The other supports the wants of the people. I have chosen the supermarket retailer H.E.B and the satelite service of DISH network. This important to me because when living in Texas my family gets their groceries from there. I want to know that we are getting what we paid for. I have never had any problems from them and want to make sure that my family and I continue to get that same quality.
While portrayed as a merger of equals, the resulting firm did not survive for long, as the two companies ended their relationship in 2013 (Yellin, 2010). Leaders in both companies had hoped to use the merger to improve their competitiveness, specifically, their ability to provide the best products and services to their target consumers. However, this goal was not realized as the two companies failed to integrate their operations and cultures leading to mistrust and insubordination. At the center of the failure, differences in organizational culture have been highlighted as a major factor that contributed to the collapse of the merger (Gale,
Imlay, T. (2006). Challenges in today’s u.s. supermarket industry. Microsoft Retail and Hospitality, Retrieved from http://msdn.microsoft.com/en-us/library/aa479076.aspx
...l man who enables others to think and do in his way (role model) and his employees work him for unconditional loyalty (e.g. his PA), also, adopt a fair system of rewards and punishments; however, as a leader sometimes he just needs some transformational styles which respect and communicate with followers equally rather than forced them to shut up rudely. As for organizational culture, the article obtains further understanding that some factors attribute to detect cultures existed in an organisation, communication system, for example. As a result, it can be identified that his culture not only can be classified as power but task. Moreover, due to the changeable outside environment, compounded and flexible cultures seems to be a better way for an organisation’s sustainable development. Therefore, leadership is tightly related to organizational culture.
The concept of grocery stores and supermarkets industry is an idea that has been created in order to make easier human`s life. According to the study “The Evolution of the Supermarket Industry From A&P to Wal-Mart” by Ellickson, who explains that a century ago people had to jump from one store to another store in order to get different products such as milk, meat, bread and other products. In addition, in the article “Understanding Groceries Industry” by The Reinvestment Fund, they state that back in a day the concept of grocery stores was created based on the owner`s store needs. Later on, as the development of the society and the standards of customer needs increased, the owners of the grocery stores started to be more focused on their customer needs. Also, the study of “Understanding Groceries Industry” shows that the supermarket and grocery stores industry is in their mature stage as they have developed an extensive and solid customer service.
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...
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).