Activity 1: Corporate culture and strategy
It has been identified that from ethics, fashion to values, cultural norms differs greatly from place to place. As put forward by Ahmadi et al., (2012), the corporate culture has many dynamics; it changes with the external requirement. It is also observed that for organizations, the culture is everything. For example, the CEO who pulled IBM from near ruin in the 1990s has transformed a Big Blue Culture. Thus, to assess the impact of culture on the corporate environment, Eccles, Ioannou and Serafeim (2012) focussed on “Competing Value framework” as it measures the values associated with the organization in two axes.
Hence, the horizontal axis assess whether the organization are internationally or externally focussed. On the other side, the vertical axis focuses on the extent of flexibility as well as self direction. If the two axes are put together based on four different quadrants into which the CVF framers placed four different culture, the organizations certainly faces the culture clash. For example, the internally focussed organizations are observed to build “clan culture” with flexibility. To implement this culture, the organizations are seen to be focussing on the collaboration and teamwork. Conversely, “Hierarchy culture” revolves around on the stability but the companies with this culture are internally focussed. In an adhocracy culture, the company leans towards the flexibility but the companies with adhocracy culture are externally focussed (Wiewiora et al., 2013). The major objective of the company is to build to adaptability as well as creativity by implementing adhocracy culture. However, the market culture is more externally focussed than other three cultures. The major focus of this culture is to compete, which means that a sustainable focus should be on placed on the customers, competitiveness and productivity.
Activity 2: Definition of culture
It is quite obvious that organizational culture shapes the internal elements of the organizations such as the structure and incentives. This means a company cannot simply develop a culture without focussing on the structure and employees needs. For example, it is not wise for a company to develop hierarchical structure with clan organizational culture. This could damage the entire operation of the company as this culture and structure are not related to each other. As put forward by Ahmadi et al., (2012), culture is consistent as well as observable practices of behaviour in the company. This concept elevates the repeated behaviour as the major culture. The view also avoids what other people think and believe. In this context, Büschgens, Bausch and Balkin (2013) commented that culture is strongly shaped by the incentives. Hence, the incentives are referred to the monetary rewards, non-monetary rewards including the status, recognition as well as advancement. On the contrary, Wiewiora et al., (2013) also mentioned that culture is technique of sense-making in the company. Here, the sense-making is referred to the action of developing a collaborative process of building shared understanding as well as awareness.
Activity 3: Corporate culture instilled in HRM practices and customer satisfaction
From the e-learning activity, it is learn that Zappos implements a tremendous and transparent strategy to build an effective organizational culture that shapes other elements of the company as such as commitment, performance, teamwork and productivity. The rapidly growing organization which sells shoes over the internet largely emphasizes on its recruitment strategies. The company provides its employees with an offer of $1000 along with amount of payment they have worked (Burkus, 2012). Thus, if any employees is intended to take the offer, obviously does not have the understanding of commitment which is the company is looking for. The major philosophy of the company is to know whether there is a poor suitability between what makes the company effective and individual. The company is interested to pay to know sooner than later. Based on this unique philosophy, it can be added that the Zappos incredibly believe in the organizational culture and employee commitment. It believes that a culture-based company leads to productivity and success.
Activity 4: Toyota’s corporate culture and the problem of spreading its culture
It is has been identified that Toyota Motor Corporation’s organizational culture describes the response of employees to challenge that company that firm deal with it in the market. Being the global leader in the automobile industry, Toyota increases the capabilities of human resource in innovation. The organization benefits from its organizational culture in respect with support in decision making as well as problem solving (Shim & Steers, 2012). The organizational culture of Toyota depends on four different elements such as teamwork, consistent improvement through learning, quality and secrecy. The company uses its team in most of the business areas. This aspect of organizational insists on the employee engagement in their respective teams. To ensure that culture is embedded in the operation, each employee goes through team building training programs.
Activity 5- Cultural web and its use in practice
From the e-leaning activity, it has been learnt that corporate culture remains as the label, which is often used to explain the “What and Why” about something that cannot be done. In this context, Choi et al. (2014) commented that company culture is quite similar to country culture. Therefore, it can be mentioned that change in the corporate culture certainly requires leadership. Likewise, the cultural web model which consists of six different elements which are given in the following.
- Power Structures
- Organisational Structures
- Rituals and Routines
- Control Systems
- Myths and Stories
Activity 1: Structure and strategy
Yves Moriex mentioned that organizational strategy could follow the organizational structure, which means an organization with highly developed strategies can be influenced by the structure. An organization, which has several layers of management from decision makers to executives, might not observe the outcome of the strategy. This strategy works when the company develops well shaped structure with the required authority.
Activity 2: Holacracy
Holacracy is known as the committee management focuses on the experimentation technique (Robertson, 2015). The present business environment is surrounded by the innovation as well advancement. The leader of the company motivates the employees to develop experimental method to make facilitate the organizational functionalities. From the e-learning activities, it is learn that holacracy could signify the centralization power, which usually suffocates the innovation method. The rapid changes in the current business sector remains more flexible and the company observes potential threats to the methods.
Reference and Bibliography
Ahmadi, S. A. A., Salamzadeh, Y., Daraei, M., & Akbari, J. (2012). Relationship between organizational culture and strategy implementation: typologies and dimensions. Global Business and Management Research, 4(3/4), 286.
Alfalla-Luque, R., Marín-García, J. A., & Medina-López, C. (2012). Is worker commitment necessary for achieving competitive advantage and customer satisfaction when companies use HRM and TQM practices?/¿ Es necesario el compromiso de los trabajadores para alcanzar ventajas competitivas y satisfacción del cliente cuando las compañías emplean prácticas de HRM y TQM?. Universia Business Review, (36), 64.
Burkus, D. (2012). A tale of two cultures: Why culture trumps core values in building ethical organizations. The Journal of Values-Based Leadership, 4(1), 6.
Büschgens, T., Bausch, A., & Balkin, D. B. (2013). Organizational Culture and Innovation: A Meta?Analytic Review. Journal of product innovation management, 30(4), 763-781.
Choi, S. H., Kim, Y. H., Hebisch, M., Sliwinski, C., Lee, S., D’Avanzo, C., ... & Klee, J. B. (2014). A three-dimensional human neural cell culture model of Alzheimer/'s disease. Nature, 515(7526), 274-278.
Dauber, D., Fink, G., & Yolles, M. (2012). A configuration model of organizational culture. Sage Open, 2(1), 2158244012441482.
Eccles, R. G., Ioannou, I., & Serafeim, G. (2012). The impact of a corporate culture of sustainability on corporate behavior and performance (No. W17950). Cambridge, MA, USA: National Bureau of Economic Research.
Robertson, B. J. (2015). Holacracy: The new management system for a rapidly changing world. Macmillan.
Shim, W. S., & Steers, R. M. (2012). Symmetric and asymmetric leadership cultures: A comparative study of leadership and organizational culture at Hyundai and Toyota. Journal of World Business, 47(4), 581-591.
Wiewiora, A., Trigunarsyah, B., Murphy, G., & Coffey, V. (2013). Organizational culture and willingness to share knowledge: A competing values perspective in Australian context. International Journal of Project Management, 31(8), 1163-1174.