Corporate culture

Résumé du document

Culture appears for many managers as a quite simple deal: it corresponds to what the company stands for, its “identity”, being widespread in the organization, easy to manipulate and to embed, a tool for making all the stakeholders going in the same direction. It's labeled the “Managerially-led Unitary and Unique Culture - MUUC” by Alvesson (2002:171). As a consequence, culture is often linked to the missions' statement, management slogans or motto. This vision, however, is quite distorted. Culture differs from this mindset in a lot of ways and is much more subtle and invisible in the way people work (Alvesson, 2007, LU lecture). Before talking about management of culture, we need to rethink the organization and think culturally in order to have a fresh look on how organizations work and to understand culture as being ‘a system of meanings and symbols shared by members of a collective' (Alvesson, 2007, LU lecture). Culture is thus a paradigm which can be used to see how organizations work.

Extraits

[...] The employees fit totally with the culture that permits them both to develop their skills, creative side, intelligence, communication and to have a great time and feel well at work in an attractive environment. The result is benefic, employees identify them to the corporate; the team spirit and communication are exploited. Also, Googlers are totally satisfied by the organization, well managed by the 3 heads hierarchy. The corporate culture of Google is strong and successful. The Disneyland Paris culture The Disneyland's corporate culture is completely different than Google's one. [...]

[...] Further, the Californian Company has a limited hierarchy, with only 3 people. It permits to have flexibility in the management and more autonomy for the employees. The environment offers by Google to its employees improves the communication and permits to obtain effectiveness and team spirit. To satisfy, motivate, to improve the effectiveness, Google created an amazing work environment: the Googleplex. What is it ? The Googleplex looks like to a campus, to a huge start-up and to a research laboratory. [...]

[...] We can identify a lot of values; it depends on the company and how it wants to be perceived by the customers. Examples of values The value can exist only through a manifestation. The identification of the real values must reflect the company, the intern actors must appropriate and implement them, and customers must stick to the promises given by the company. Part III : The role of the corporate culture Its role is various; it depends on the corporate needs. We can define two factors, intern and extern. [...]

[...] Part II : The elements of the corporate culture We define the corporate culture by The rites: customs, behaviors for example recruitment, meetings, employee evaluation . some companies are looking for employees with values that corresponding with the current culture The myths: legends, histories associated to the company. For example, some firms create museum to remember their past and the progress accomplished. The symbols: Signs of cultural information and communication elements (logo, style, uniform, dress code, badge The members of the organization differ from the exterior persons. [...]

[...] On the contrary, if the corporate culture is not enough strong and coherent, the emphasis is on the work and the person not really on the teamwork and team person. Companies have to maintain a positive and efficient culture to develop productivity in the activity and create an attractive environment where members feel well. Sources Diffusion of innovations, Everett Roger, fifth edition Conscience and corporate culture, Kenneth e. Goodpaster Between Enterprise and Ethics, John Hendry Ethics and Leadership, William D. [...]