A company's corporate culture reflects on the job and the activities they perform. Google's corporate culture has been described as an adhocracy culture. Amazon's corporate culture has been described relentless. Corporate culture drives the organization and its actions. Corporate culture is somewhat like "the operating system" of the organization. Corporate culture guides how employees think, act and feel. Corporate culture is dynamic and fluid, and it is never static. Understanding and assessing corporate culture can mean the difference between success and failure in a fast changing business environment. Corporate culture involves responsibility in nurturing and reinforcing a supportive environment for employees. Corporate culture may be effective or ineffective depending on circumstances.
Comprador Elite and Corporate Elite play an important role in corporate culture. Organizational culture is not the same as corporate culture. Both corporate culture and organizational culture are important. Corespective behavior can be found in the corporate culture of many mulinational corporations. If you are looking for a new opportunity, you'll want to find a company whose corporate culture and values mesh with your own.
According to Inc., “Corporate culture refers to
the shared values, attitudes, standards, and beliefs that characterize members
of an organization and define its nature. Corporate culture is rooted in an
organization’s goals, strategies, structure, and approaches to labor, customers,
investors, and the greater community.”
Corporate culture can have a huge impact on the fortune of a company and the company’s employees. What kind of culture does your organization have? Is it the right culture to help you succeed in the market you’re in and with the customers you wish to serve? While corporate culture is notoriously difficult to change, it’s not something that should be left to chance or overlooked.
Robert E. Quinn and Kim S. Cameron identify four types
of corporate culture. A very friendly working culture
where people have a lot in common and which strongly resembles one big family.
The corporate elite are viewed as mentors.
The organisation is held together by loyalty and tradition. Within the organisation the emphasis is on the long-term benefits of human resource development, and great value is attached to personal relationships and morale. The organisation attaches great value to teamwork, participation and consensus.
Formal rules and policy documents hold the organisation together. Concern for the long term focuses on stability and results, accompanied by an efficient and smooth execution of tasks. Personnel management must ensure certainty about the job and predictability.
The leaders are drivers, producers and competitors at one and the same time. The binding agent that keeps the organisation together is the emphasis on winning. Reputation and success are important areas of focus. Panerai Replica Watches People focus on competitive activities and achieving measurable targets and goals. Success is defined in the context of market share and market penetration.
The leaders are viewed as innovators and risk takers. The binding agent that keeps the organisation together is a commitment to experimentation and innovations. Success is measured by new products or services made available; being a pioneer in this is considered important. The organisation also encourages individual initiative and freedom.
Corporate Culture / Organizational Culture: Understanding And Assessment - Culture drives the organization and its actions. It is somewhat like "the operating system" of the organization. It guides how employees think, act and feel. It is dynamic and fluid, and it is never static. A culture may be effective at one time, under a given set of circumstances and ineffective at another time. Understanding and assessing your organization's culture can mean the difference between success and failure in today's fast changing business environment.
Corporate Culture and Safety - What is it about corporate culture that makes such a difference? In order to answer that question a working definition is needed. Several models of corporate culture have been put forth. According to Cherrington et al organizational culture is the set of key values, beliefs, and understandings shared by the group that communicate correct ways to think and act and the way things ought to be done. Corporate culture plays a vital role in predicting safety in the construction industry.
The Vital Role of Corporate Culture in Construction Safety - Two construction companies operating in the same community both build an average of one thousand homes per year. Both employ the same number of workers. One is consistently profitable year after year. The other is not. One has a good safety record and the other does not. What is the difference? The difference is culture. The successful company will have a strong corporate culture of safety that permeates the entire organization.
CHINESE CORPORATE CULTURE, MARKET ORIENTATION, INNOVATION AND FIRM PERFORMANCE - Rohit Deshpande and John U. Farley. To help us develop an understanding of successful Chinese companies as they emerge into a more market-oriented economic environment, a sample of senior managers in 100 Shanghai-based companies were asked to evaluate their companies in terms of innovation, market orientation and the nature of their organizational cultures and climates.
Kreps, D., Corporate Culture and Economic Theory - J. Alt and K. Shepsle (eds.)
4 Distinct Types of Corporate Culture - Which Is Yours? By Lin Grensing-Pophal. Corporate culture, everyone’s concerned about it, but it’s not that easy to pin it down and not that easy to train.
Steinhauser, Sheldon. (1998) HR Magazine Online, Age Bias: Is Your Corporate Culture in Need of an Overhaul?
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Hampden-Turner, C. (1990), Corporate Culture, Hutchinson Business Books.
Kono, T. (1990), "Corporate Culture and Long Range Planning", Long Range Planning, 23(4).
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Schultz, M (1992), "Postmodern pictures of culture. (Postmodern Management & Organization)", International Studies of Management & Organization, 22(2) Summer 1992
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