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After reviewing the case analysis of SAS Institute, it is clear to see that they are well organized company. SAS Institute is design with a well put together cultural background. They distribute great employee motivation amongst their company, willingly to create a happy work place for all employees. Quickly into overviewing this case analysis, I was able to see multiple times they offer great attributes to any member apart of their organization. This allows employees to come to an understanding that their job of just working means much more than clocking in and out every day. Throughout the case there is multiple times were we readers are first introduced to chief executive officer/ founder of the company Jim Goodnight. Mr. Goodnight not being …show more content…
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 …show more content…
When expressed by one employee at SAS Institute “I started three weeks ago in the Publications Department … I never imagined that I would have a job where I look forward to coming to work in the morning and forget to check the clock in the afternoon to see when it is time to leave. I work with a charismatic manager and my team is full of creative and hardworking individuals who have done their utmost to make me feel welcome. As a Liberal Arts Manager (from UNC even), I didn’t envision a software company as the “ultimate job” but then I guess I didn’t know enough about SAS. You have a wonderful company and I am thrilled to be here. Thank you.” It is clear that both key components of culture and motivation is collaborated in ones work style at SAS. Identified from Chapter five in our textbook we conclude that motivation at the workplace is a beneficial behavior to one’s work focus. Viewed in the case study we can see SAS Institute is primarily based of internal needs more so external incentives as a source of motivation. For example internal needs suggest that managers who are more supportive and less controlling tends to get more of an intrinsic motivation out of their employees at work. This representation is similar to SAS’s work style, simply because while founder Jim Goodnight wants less of his workers being motivated with external incentives such as money. He mostly
Sanders, E. J., & Cooke, R. A. (2005). Financial Returns from Organizational Culture Improvement: Translating Soft Changes into Hard Dollars. Human Synergistics/Center for Applied Research, Inc. Arlington Heights IL USA
This, in turn, enhances their level of motivation and causes the employees to be more committed to their company. Culture is a sense-making device for organization members. It provides a way for employees to interpret the meaning of organizational events and reinforces the values in the organization. Culture also serves as a control mechanism for
Intrinsic and extrinsic types of motivation have been widely studied and the understanding of each has led to great changes in how organizations run their businesses. It is clear that hourly employees have many great extrinsic motivators but lack intrinsic motivation in their job assignments which is a characteristic of our work culture. Changing the culture is one of the keys to improving motivation at that level of the organization because the best motivation occurs when employees perform because they want to and not because they are being made to do so.
To HR professionals, organization culture is the glue which connects a company’s vision with its value, its mission, strategy and philosophy with its operating model, systems and processes to deliver performance metrics and is fundamental for an organization to achieve its strategic goals and objectives and therefore given its impact on business performance, it must be developed, managed, led and reviewed. The organization’s culture or “way things are done” must be congruent with the organization strategic direction. Ensuring that key processes that drive the desired behaviors and influence decision-making are deeply understood and implemented in accordance with their intent and original design is of great importance for HR professionals. (Ulrich et al,
According to Herzberg’s two factor motivation theory, there are two types of motivating factors the first being hygiene factors. It is undeniable to say that CEO Jim Goodnight provides his staff with adequate accommodations at the work place. With the presence of benefits such as top of the line health care, flexible schedules, onsite childcare and much more, the level of dissatisfaction amongst SASS employees is limited. The ability to make your own schedu...
A successful organization requires a strong team who share the same core values. It is common knowledge that we, as humans, each have our own unique personalities. An individual’s personality can either add to positive organizational culture, or detract from it. By definition, organizational culture is, “A system of shared assumptions, values, and beliefs showing people what is appropriate and inappropriate behavior,” (Principles Of Business Management, p. 184). Management must set an example of what they expect from the overall organizational culture, and maintain what works for the company without losing sight of the mission or vision. A good model and example of a successful business, due to a positive culture and strong management, is the
Organizational culture 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 competitiveness and profitability. This culture is best utilized in an organization that has the necessary structure to allow its employees to coordinate their actions to achieve its goals.
From this research it is evidently crucial that motivation is maintained in the work place. It affects all levels of the managerial pyramid from low level staff to high ranking managers and more importantly the company as a whole. If a happy work environment Is created then the results will be un-measurable in turn leading to greater profits for the business and in reality all companies whether it be retail or call centres are all looking for maximised profits. From incetric, exentric and job design techniques it is for the management to determine what’s best for the company, a diction that can lead to great success or shocking failure.
Culture can be defined as “A pattern of basic assumptions invented, discovered or developed by a given group as it learns to cope with its problems of external adaptation and internal integration that has worked well enough to be considered valid, and therefore to be taught to the new members as the correct way to perceive, think and feel in relation to those problems”. Schein (1988). Organizational culture can be defined as a system of shared beliefs and values that develops within an organization and guides the behavior of its members. It includes routine behaviors, norms, dominant values, and feelings or climates. The purpose and function of this culture is to help foster internal integration, bring staff members from all levels of the organization closer together, and enhance their performance.
Robbins and Judge define motivation by means of three elements. The first element is defined as being the process that account for an individual’s intensity which is concerned with how hard a person tries. The second element is direction that benefits the organization and the third element is persistence which is a measure of how long a person can maintain effort. Motivation is also driven by certain situations that vary between individuals and within individuals, at different times. (Robbins & Judge, 2007, p.186) These elements should not only be expected from employees but from managers as well.
It is said that people are the greatest assets to an organization and it is their beliefs, customs, perspectives, attitudes, and values that constitute to the culture that prevails in an organization. Culture, a very common word in today’s world, plays a very vital role in organizations and it not only affects an employee’s professional development but also their personal harmony. Culture gives a sense of belonging to people, a sense of who they are and how productive they are at their work place. It helps in interacting with each other at a work place.
Corporate culture is the shared values and meanings that members hold in common and that are practiced by an organization’s leaders. Corporate culture is a powerful force that affects individuals in very real ways. In this paper I will explain the concept of corporate culture, apply the concept towards my employer, and analyze the validity of this concept. Research As Sackmann's Iceberg model demonstrates, culture is a series of visible and invisible characteristics that influence the behavior of members of organizations. Organizational and corporate cultures are formal and informal. They can be studied by observation, by listening and interacting with people in the culture, by reading what the company says about its own culture, by understanding career path progressions, and by observing stories about the company. As R. Solomon stated, “Corporate culture is related to ethics through the values and leadership styles that the leaders practice; the company model, the rituals and symbols that organizations value, and the way organizational executives and members communicate among themselves and with stakeholders. As a culture, the corporation defines not only jobs and roles; it also sets goals and establishes what counts as success” (Solomon, 1997, p.138). Corporate values are used to define corporate culture and drive operations found in “strong” corporate cultures. Boeing, Johnson & Johnson, and Bonar Group, the engineering firm I work for, all exemplify “strong” cultures. They all have a shared philosophy, they value the importance of people, they all have heroes that symbolize the success of the company, and they celebrate rituals, which provide opportunities for caring and sharing, for developing a spiri...
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).
In today's complex business environment; traditional approaches like monetary incentives are not the only prime motivators. In addition to expecting financial incentives for their performance, employee's expectations are much more. Appreciation, recognition and opportunities for personal growth; must be catered for to harness maximum productivity. Furthermore in an era where change is imperative for the organisation's survival, highly motivated employees, represent flexibility and show willing to change; a vital component for the success of any organisation.
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...