The corporate culture

Résumé du document

Today, companies need to create and develop their corporate culture to transmit an image and identity. It permits to build a stimulant and attractive environment in the company and the employees feel the affiliation to a group. In this way, firms are more effective, productive, efficient and active. In this paper, we'll see the identification of the corporate culture, its impact, its results and some examples that will illustrate the topic. The corporate culture is the group of rules of a company, the values and the signs shared by all the employees, and the common way to promote them, the ethics, procedures and atmosphere of an organization. The corporate culture is an essential process of managing an organization. Managers have to establish a beneficial corporate culture to run a business, with clear values and beliefs, successful business principles and operations, and an emphasis on human resources and customer satisfaction. The culture is the history and the daily of the organization; in this way, the company differs from the others.

Extraits

[...] Thus, there's a cultural dimension everywhere, and the management of the culture is appearing at all levels in the organization, affecting all employees. It is not a matter of knowing if culture can be managed and changed, but rather a matter of how to adapt with the culture itself Relationship between identity and culture Culture can first refer to the core identity of the organization and what the company stands for. More colloquially it refers to we are and where we are going'. [...]

[...] According to Derven (2007), a manager should then model the behavior and the values that he expects from his subordinate, and this model must be adapted, producing a mutual agreement on the “rules of the road”. What, in this study is called the lack of “social lubricant for informality” in a distant managerial relationship can be fulfilled with corporate culture. References Alvesson, M. (2002): Understanding Organizational Culture. Sage Publications Alvesson, M. (2007) : Lund University Lectures - Fall Semester Alvesson, M. and Kärreman, D. (2007) : Unraveling HRM : Identity, Ceremony, and Control in a Management Consulting Firm Organization Science, Volume 18, Issue Pages : 711-723 Derven, M. (2007): The Remote Connection HRMagazine. [...]

[...] This was only because they could not go deeper in the understanding of their organizational culture(s). If the managers had been able to understand what “having meant for the programmers, they could adapt and customized their reorganization attempt, in a much more effective way. This organization change attempt was not defined as a “cultural change”, but instead the two different views and thus subcultures in the company (the managers one and the programmer one) were not taken in consideration concerning how this project could be perceived, leading to a clash. [...]

[...] New York: John Wiley. Molinsky, A.L. (1999) : Sanding Down the Edges : Paradoxical Impediments to Organizational Change The Journal of Applied Behavioral Science, Volume : 35, Issue : Pages : 8-24 Nord, W. (1985): Can organizational culture be managed? A synthesis. In Frost, P.J. et al. (eds) Organizational Culture. Beverly Hills : Sage Pratt, M.G. [...]

[...] In doing so, Pratt suggests that is it possible to manipulate people's goals, dreams and identification. Looking closer at this model, we can formulate a more moderate view by detailing the following points: first of all the employees being hired by the company already had an alignment of their own dreams and those “promised” by the organization (here strongly financial aspects and individualism). This concept exists in the Alvesson&Kärreman study (2007), where the reason of the success of the consultancy firm in HRM practices through self- realization can be perceived as strongly linked to the nature of the employees. [...]