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Management And Organisations In A Global Environment: E-Learning Activities

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The blend of market and adhocracy cultures of a company focuses more on customer needs through quality and innovations. With such cultural practices in the organisation, it indicates that the employees also are motivated in delivering the best services. Thus, they combine well with clan culture within an organisation.

Regarding development of a culture in an organisation, a company’s core values, consistency in instilling the culture and hiring procedures are among the major areas to consider. For a culture to work effectively within the organisation, the support of the staff working as a team is required. To foster the culture further, involving the community through corporate social responsibilities is important.

E-learning Activities

Corporate Culture and Strategy

Maintaining a corporate culture within and organisation requires more than employee involvement. Consumers and other external stakeholders also have a share in a growing and sustaining a company’s culture that blends well with their strategies (Gable, Madaus and Stufflebeam, 2012). Being among the loyal users of Apple Inc. products, I have experienced a mixture of culture from the company that makes a customer feel satisfied. Furthermore, it makes one feel being part of the progress the company achieves. In the context of the business practices, their market culture focuses on consumers ensuring all their concerns on product quality, support services, and brand awareness are well addressed. This routine in their operations makes one (as a customer) be satisfied with both the goods and services they offer.

Further, an adhocracy culture of the organisation has enabled it to conform to the requests of their clients. Regularly, they update their Operating systems and innovate new features in their devices. What is more, their pace of innovations has made it possible for me as a consumer to become loyal to the brands the company launches. It becomes hard for a person to shift from one company to another when he/she is receiving the best quality and the latest technology at all time. This is the case with Apple Inc., where their organizational culture has a significant focus on their consumers as well as the staff working with it. A reflection of their culture is always seen from the marginal profits it makes annually due to increased sales.

According to how the company undertakes its operations, its focus is satisfying the consumers of its products since they are the primary drivers of any growth an organisation can undergo (Research and Ideas, 2011). In essence, the organisation operates on the rule of “people first, business operations second.” Such an approach makes it possible for an agency to gain a huge market share since productivity is high courtesy of the customer friendly culture (Guiso, Sapienza and Zingales, 2015, p. 68). Regarding the strategies, the company aims at impressing both its consumers, stakeholders and staff through incentives, special offers and free consultations.

Apple’s corporate culture and strategy blend perfectly, and this has been the reason behind the success it has enjoyed for many years now. Particularly, the telecommunication company is among the most valuable international businesses in the world. As an indicator of a positive impact of successfully integrating corporate culture to organizational strategies, the customers are always satisfied, operations are not impaired, and employees are retained for long (Baumgartner, 2013). This has been the case at Apple Inc., and as a result, its market share has always stayed high and profits continuously increasing despite the many Corporate Social Responsibilities programs they carry out around the world.


Corporate Culture Instilled in HRM Practices and Customer Satisfaction

The desire to develop a culture-based company underpins the importance of having a fixed routine that not only sounds good to the employees but also blends well with the strategies of the organisation. Achieving such a milestone needs several considerations. First, the core values of the institutions are to be considered. Determining what the company’s purposes are is a step towards developing a culture that supports the visions and missions that are in place. With the use of company’s values, it is easier to design a culture that promotes employee retention and client satisfaction (Galpin, Whitttington and Bell, 2015). Therefore, as companies aim at moving towards being culture-based, their core values have to be compatible with the desired culture to avoid clashing with its strategies. This is according to Tony the CEO for Zappos (2009).

Second, hiring people who fit the culture of the organisation is key. As pointed by Bill Taylor (2008) from Zappos, if there have to be deeply engaged customers, there also has to be deeply engaged employees. For this reason, the selection process of personnel has to be critical to obtain the bright minds needed in driving the company’s culture to greater new levels. Although at some point it might be difficult to ascertain the exact personalities needed, a continuous evaluation of the workforce is essential.

Third, it takes strong leadership to develop a corporate culture that will not easily clash with the strategies of the company. Leading by example in implementing the culture adapted motivated the rest of the staff and made them believe in the visions of the organisation. Consequently, the effect will be transferred to the customers making it possible to maintain a higher share of the market. Fourth, consistency is paramount in developing a culture-based company. When you come up with some programs to promote performance and productivity of the workforce, make it more frequent so that it can instill the values to all the members of the organisation (Rishi and Moghe, 2013, p. 21).

When leaders consider the staff as a team rather that independent individual, it will be easy to integrate all the ideas at once and share one common goal at all times. Lastly, the community is a key player in determining the success of an organisation with a culture that benefits them. Giving back to the society as a cultural practice by an organisation not only improves the loyalty of customers to their brands but also attracts more through brand awareness during the CSR activities.


As a consumer to products from a particular company, one is bound to experience their corporate culture through various ways including experiential consumption and services offered. Again, the employees too experience and drive the culture efficiently and through them, it reaches the external stakeholders, i.e., consumers and community as a whole.

In developing a culture-based company, the core values of an organisation are vital in determining if it will clash with the existing strategies. With a carefully crafted culture, the operations of an organisation cannot be reversed by the practices. It, therefore, relies on leadership practices to guide how the culture will be integrated into activities.



Baumgartner, R. (2013). Managing Corporate Sustainability and CSR: A Conceptual Framework Combining Values, Strategies and Instruments Contributing to Sustainable Development. Corporate Social Responsibility and Environmental Management, 21(5), pp.258-271.

Galpin, T., Whitttington, J. and Bell, G. (2015). Is your sustainability strategy sustainable? Creating a culture of sustainability. Corporate Governance: The International journal of business in society, 15(1), pp.1-17.

Garri, M., Konstantopoulos, N. and Bekiaris, M. (2013). Corporate Strategy, Corporate Culture & Customer Information. Procedia - Social and Behavioral Sciences, 73, pp.669-677.

Guiso, L., Sapienza, P. and Zingales, L. (2015). The value of corporate culture. Journal of Financial Economics, 117(1), pp.60-76.

Hseih, T., (2009). Zappos CEO Tony Hsieh talks about building a culture-based company [Interview] (12 April 2009). Retrieved from:

Research and Ideas. (2011). Culture Clash: When corporate culture fights strategy, it can cost you. [online] Available at: [Accessed 1 May 2017].

Rishi, P. and Moghe, S. (2013). Integrating Corporate Social Responsibility and Culture as a Strategy for Holistic Corporate Success in India. Journal of Corporate Citizenship, 2013(51), pp.17-37.

Taylor, B. (2008). Why Zappos Pays New Employees to Quit--And You Should Too’ [Interview] (23 May 2008). Retrieved from:

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