...Introduction The purpose of this paper is to exemplify how organizational managers and leaders create and maintain a healthy organizational culture and recommend two strategies that organizational managers and leaders can use to improve this culture. As an example I selected a Canadian multinational corporation – The Toronto-Dominion Bank. The Toronto-Dominion Bank is a Canadian multinational banking and financial services corporation headquartered in Toronto. It is the second-largest bank in Canada by market capitalization and based on assets, and is the sixth largest bank branch network in North America. Commonly known as TD and operating as TD Bank Group, the bank was created in 1955 through the merger of the Bank of Toronto and the Dominion Bank, which were founded in 1855 and 1869, respectively. The bank and its subsidiaries have over 79,000 employees and over 19 million clients worldwide. (http://www.td.com/about-tdbfg/corporate-information/corporate-profile/profile.jsp) The company is ranked at number 86 on the Forbes Global 2000 2010 listing. In February 2011 it was named one of Canada's top 10 employers by the Financial Post. (http://www.tdbank.com/aboutus/about_us.html) Organizational structure overview TD Bank group has a strong, independent Chairman with a clear leadership mandate in corporate governance. The responsibilities of corporate governance are assigned as follows: • The Board oversees management, considers and approves, on a continual basis strategic alternatives...
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...Approach…………………………………………….9 4. Conclusion..……………………………………………………….11 5. Recommendations and Implementation……………………….11 ------------------------------------------------- Tables and References………………………………………………12 ------------------------------------------------- List of tables and graphs Table 1: Operational Structure Table 2: Executive Structure Table 3: Corporate Governance Structure Table 4: Staff by age and gender Executive Summary The Northern Territory Government (NTG) consists of 22 agencies. It is responsible for a wide range of functions, including but not limited to budgeting, finance, housing, taxation, etc. Department of Business and Employment (DBE) is one of the agencies under the NTG. Its main responsibilities are to deliver corporate shared services, defence support, employment, and business and industry development services. This business report aims to analyse and understand the culture and the structure and sources of power within an organisation, which DBE is the concentration. The first part of this report is the application of the prescriptive views of culture to DBE using Deal and Kennedy’s “Strong...
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...Culture and Organization: Unilever Case Study Student Name: University: Course: Date: Table of Contents 1. Introduction…………………………………………………………..………2 2. Background of Unilever…………………………………………………...2 3. Hofstede culture dimension theory ……………………………………..3 4. General culture of Unilever……………………………………..…………4 5. Hofstede Culture model of Vietnam, UK and Unilever Vietnam ……5 6. Issues of Labor in Vietnam Operations…………………………………8 7. Efforts taken by the company to deal with the labor issue…………9 8. Advantages of establishing a good culture policy …………………..10 9. Conclusion………………………………………………………………….11 10. Reference………………………………………………………………….12 Introduction Cross-cultural relationships are imperative for businesses to expand operations. It is imperative to understand the nuances of each culture. Only then can businesses thrive in a new environment (Hofstede, 2011) The Hofstede culture analysis determines the traces of each work culture. From this the differences between the cultures can be worked out. For the purpose of this analysis the organizational culture of Unilever in Vietnam has been studied. The global Unilver culture and the culture of Unilver Vietnam will be examined in this report. The Culture of Unilever, its Corporate Social Responsibility practices will be be studied. It will compare with the existing theoretical models like the Hofstede culture models. The labor issues operation supply in Unilever Vietnam...
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... INTRODUCTION 2 ETHICAL LEADERSHIP 2 CORPORATE CULTURE 3 CULTURE LEARNING 4 CULTURE CHANGE 5 CONCLUSION 6 RECOMMENDATIONS 7 REFERENCES 9 APPENDIX 13 INTRODUCTION Ethical leaders should act ethically all the time, not just in situations where it is expected. Ciulla and Forsyth (as cited in Olivier, 2012, p. 70) suggests that “[t]he good leader, . . . is challenged to be both technically good, i.e. effective at getting the job-at-hand-done and morally good, i.e. responsible for what he or she has done.” Leadership and corporate culture dictate the acceptable ethical standards of an organisation to their followers. Where leaders are identified as “ethical role models”, followers are more likely to imitate this behaviour and conform to similar values and beliefs explicitly delineated by their leaders and organisations (Shin, 2012). However the major challenge encountered by organisational leaders is about gaining the trust and commitment of followers to conform to the ethical standards required to achieve strategic objectives of their organisation (Caldwell, Hayes & Long, 2010). In this report, we define ethical leadership by looking at business ethics and leadership simultaneously. We analyse ethical leadership in the context of culture learning and culture change in ensuring ethical behaviour and Corporate Social Responsibility in organisations. We conclude this report by summarising the findings identified throughout and...
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...Integrating Culture and Diversity in Decision Making: The CEO and Organizational Culture Profile xxxxxxxx yyyyyyyyyyy BUS 520 – Leadership and Organizational Behavior January 27, 2014 Provide a brief (one [1] paragraph) description of the organization you chose to research. Southwest Airlines was founded in 1971 by Herb Kelleher and Rollin King to provide frequent, low cost airline service in busy markets less than 500 miles apart. “Southwest Airlines is now America’s largest low-fare carrier, serving more Customers domestically than any other airline with a unique combination of low fares, no annoying fees, friendly Customer Service delivered by outstanding People, safe and reliable operation, and an extraordinary corporate Culture that extends to the communities it serves” (Southwest Corporate Fact Sheet, 2013, pg.1). The company has been in operation for 42 years and has returned a profit every year except for the first year (Southwest Corporate Fact Sheet, 2013). Even after September 11th, 2001, the company made a profit without layoffs or furloughs (Reingold, 2013). Examine the culture of the selected organization. As stated in Southwest Airline 2009 Corporate Report, “Our unique airline Culture enables our Family of Employees to provide the highest quality Customer Service. Our valued Customers return to Southwest Airlines because of our People. Our People listen to the Customer’ suggestions create innovative programs that make their lives easier, and...
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...Framework 2.2.3 Corporate Governance 2.3 Broader Consequence of the Case 2.4 Actions Taken by NAB after Crisis 3. Comparison to 2008 Trading Loss in SocGen 4. Conclusion: Lessons Learnt/Recommendations 5. References 1. Executive Summary: National Australia Bank (NAB) is the largest business bank in Australia and the fourth largest retail bank (by total assets) with net operating profit of $A6728 million in 2011. However, due to already competitive trading environment, every major banking institution is beset by increasing pressure on their trading performance – and NAB is no exception. NAB has responded to these challenges by increasing its proprietary trading positions within the Corporate & Investment Banking division, which was in contrary to the customer-focused strategy. The traders engaged in large unauthroised transactions with minimal supervision, which turned into fraud and significant trading loss due to volatile market conditions. However, the integrity of the traders was not the sole cause that led to the $360 million loss. Along with NAB’s unreliable internal risk and control framework and an inappropriate level of governance, the traders exploited the loopholes within NAB’s operations and created fictitious transactions. These were not discovered immediately due to the lack of oversight from the senior management and a complacent corporate culture. The findings and analysis outlined in this case study report addressed the major risk...
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...states, “One viewpoint is that leadership occurs only when people are influenced to do what is ethical and beneficial for the organization and themselves” (p. 4-5). The notorious Enron scandal created a historic impact to the organizational culture and processes of businesses in the United States. The following paragraphs will address organizational behavior theories, which could have predicted Enron’s failure. Furthermore, a comparison of management, leadership, and organizational structures is scrutinized to determine the influence each had on Enron’s failure. Who was ENRON? Enron was founded in 1985 when Kenneth Lay merged Houston Natural Gas and InterNorth creating Enron (CBCNews, 2006). In the early 1990s Kenneth Lay commenced the sale of electricity at reasonable prices. However, Congress deregulated sales of natural gas. As a result, Enron’s earnings increased and became the largest retailer of natural gas. To expand, Enron diversified and incorporated gas pipelines, pulp and paper, broadband services, water, and electricity plants. Furthermore, the deregulation allowed Enron executives full control of the earnings reports. By maintaining control of the earnings reports, executives purposely failed to provide accurate financial reports misleading investors and employees. Executives embezzled funds by moving money from investments to lie to investors, proliferate investments, and attract more investors to the organization (Laws, 2011). Enron executives attained...
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...for Business website 2010)”. Clive Beddoe teamed up with Tim Morgan, Don Bell and Mark Hill to start a now frills airline according to the References of Business website. The WestJet Annual Information Report 2009 says WestJet started with three planes flying to five Canadian cities; Vancouver, Kelowna, Calgary, Winnipeg, and Edmonton. WestJet’s IPO was in 1999 on the Toronto stock exchange as WJA with Steven Smith as CEO (References for Business website 2010). WestJet Airlines Limited is made up of four subsidiaries; WestJet Aircraft Acquisition Corporation, WestJet Investment Corporation, WestJet Operations Corporation, WestJet Vacations Incorporated(WestJet Annual Information Report 2009 p.9) . The WestJet mission statement is “to enrich the lives of everyone in WestJet’s world by providing safe, friendly and affordable air travel (WestJet Annual Information Report 2009 p. 18)”. Organizational Strengths and Weaknesses Organizational Strengths First Organizational Strength A major strength of WestJet is the corporate culture. Corporate culture affects performance. WestJet was named Canada’s 10 Most Admired Corporate Cultures for four years in a row by Waterstone Human Capital and recently inducted into the Canada Corporate Hall of Fame. WestJet’s corporate culture is one of entrepreneurship, and fun. WestJet offers their employee’s profit sharing, an Employee Share Purchase Plan, Travel Privileges, and flexible benefits, flexible hours, day care, scholarship programs...
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...a. Rationale for Selecting the Report: My report will focus on the practical experiences through the theoretical understanding as a Senior Officer in Scholastica. This topic is been selected to enlighten what is the work of HR inside a school. Here in this report I specifically described and focus on the HR practices of Scholastica. This topic is been selected because I want to give my audience an idea that HR is mandatory in every organization whether it is a profit or non-profit organization. From my practical learning I want to focus each and every HR practices of Scholastica. Through this process I want to explain the overall HR strategies, plans and formulations those are been implemented from words or documents into actions. Furthermore, I would also like to explain all HR activities that I have learned in my job because it will enhance the practical knowledge that I gained in my work. I bet it will bring greater heights to my HR knowledge once I am done with the formal completion of this report. However, the summary is Scholastica is a school which has a corporate body controlling the major issues of the school management including the HRM. Basically the main HR department is situated in the corporate office and follows the corporate culture. Every organization has its own culture. School is a different kind of organization which might not support the corporate culture. There lays the problem of the HR department or it might be the gap between school and HR...
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...Law, Ethics, and Corporate Governance – LEG 500 | 201003 | Prerequisite: None | Quarter | Winter 2010 | Meeting Days/Time | Online course | Instructor | Dr. C. Phil Campos, MBA, JD | Instructor Phone | 214-202-8044 | Instructor E-mail | canuto.campos@strayer.edu | Instructor Office Hours/Location | 6pm – 7pm EST | Academic Office Phone NumberStrayer Online Technical SupportEcollege HelpDesk | 1-877-540-1733“As a student, you should choose 1 then 3 for academic issues from the automated menu.”1-877-642-2999“Used for problems entering the class”1-866-448-6703 or 1-303-873-0005“Used for problems once in the class” | INSTRUCTIONAL MATERIAL | Kubasek, N. K., Brennan, B. A., & Browne, N. (2009). The legal environment of business: A critical thinking approach (5th ed.). Upper Saddle River, NJ: Pearson-Prentice Hall.Ferrell, O. C., Fraedrich, J., & Ferrell, L. (2010). Business ethics: Ethical decision making and cases (7th ed.). Boston: Houghton Mifflin Company/South-Western/Cengage Learning.PLEASE READ SYLLABUS PART II in the Course Home tab, it contains important University policies.GETTING TECHNICAL HELPTechnical questions regarding eCollege or classroom issues should be referred to helpdesk@strayeronline.net. Or you may phone the helpdesk at 1(866)448-6703.If the question regards a Strayer system, technical support can be reached at 1(877) 642-2999. Any technical inquiries sent to the instructor will, as a matter of course, be forwarded to the Helpdesk...
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...vouchers, has to complete the expense vouchers according to the company’s policy in order to report her expenses correctly. However, Sophie is stressed because during the sales training course, she learned that the expense vouchers are very important and they should be completed as the company indicates. 2. Not enough space to write miscellaneous expenses as tipping waiters, cab drivers, etc.: According her mentor, Emma, the salespeople complain because the expense vouchers don’t have enough space for the extra tip that she normally gives to waiters, cab drivers, bell hops, airport baggage handles, and else. Apparently the expense vouchers just only contain the basic space for the basic expenses as lodging, airfare, and meals. 3. Paradigms about expense report form.: The accounting supervisor maintains the same report during the time, but the expense vouchers don’t give the salespeople that they need, more space, and obviously the accounting supervisor doesn’t like the salespeople because he told Emma that they are overpaid. This point doesn’t have relation with the request that Emma did. But Sophie and Emma have to complete their expense vouchers with the space that the report actually has. 4. Include in her expense report the miscellaneous expenses using cab drivers blank receipts: This point is generating in Sophie questions about following company policies because she knows that report miscellaneous expenses as cab drivers receipts are against company policy and...
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...The Importance Of Corporate Ethics and Values: Building a Sustainable Strategy Model for Effective Implementation of Good Corporate Governance within a State-Owned Enterprise in South Africa. A Research Study Presented to the Graduate school of Business Leadership University of South Africa In Fulfillment of the Requirements for the MASTERS DEGREE IN BUSINESS LEADERSHIP UNIVERSITY OF SOUTH AFRICA Prepared by Lazarus Docter Mokoena (called Bonga) [Student No: 0555-418-7] Tel: 011-217 1187 (Work); 011-679 5486 (Home) Cell: 082 466 6896 SUPERVISOR: PROFESSOR M.H. CROSBIE FINAL RESEARCH REPORT November 2005 TABLE OF CONTENTS EXECUTIVE SUMMARY ............................................................................. 4 CHAPTER 1 ............................................................................................... 8 1. 1.1 1.2 1.3 1.4 1.5 1.6 INTRODUCTION................................................................................. 8 ESKOM’s COMPANY BACKGROUND ................................................ 8 ESKOM’s BUSINESS CONDUCT POLICY .......................................10 PURPOSE OF THE RESEARCH .......................................................12 PROBLEM STATEMENT .................................................................14 IMPORTANCE AND BENEFITS OF STUDY .....................................17 RESEARCH PROPOSITIONS AND HYPOTHESIS ...........................18 1.6.1 Propositions ...................................
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...factories are essential for Vietnam’s economy, because it offers plenty of jobs. In the 1990s some allegations were made that accused Nike of mistreating its Vietnamese workers. Nike tried to justify these local problems by the fact that cultural differences in South-East Asia make American management more difficult for the company. This was part of its explanation justifying its unethical behavior. WHAT IS IN STAKE AND AT WHICH LEVEL The problem was raised when people started to criticize Nike’s behavior. They acted publicly: college students asked their sport teams to drop Nike’s products, politicians signed petitions, web-sites against Nike were created… What enabled them to act what the researches done about Nike behavior: reports published had revealed information. Here we can notice different values in conflict. Profit, represented by big firms, would be one value, and the importance of ethical behavior the second one. 1 With all this criticism Nike was under deep pressure. Its only alternative was to do something to calm down the critics, otherwise its brand image could be much damaged. Therefore, in response to customers’ criticism, the firm translated its code of conduct into more than 10 languages, improved working conditions, hired a new manager, cut down on...
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...Project Management Course – Prof. P. Faroleiro | Creating a Methodology | Case Report (Q&A) | Binetti Marco Nicola #2235 Brachet Léa #2199 Navarra Martina #2231 Rabassini Iole #2320 Tsui Janice #209317/02/2015 | 1) What can you determine about the corporate culture from the fact that they waited this long to consider the development of an EPM system? Analysing the case, it is noticeable that the corporate culture is characterized by individualism in spite of cooperation, regarding both departments and their executives. Indeed, for the latters, the prospect of losing authority and power overcomes the benefits originated by the introduction of Project Management. This can be seen as a clear evidence of the lack of correlation between the true essence of the corporate culture concept and the executives’ behaviour. Moreover, the significance of this issue is confirmed by the President’s bewilderment regarding his staff’s reluctance towards an EPM development. Indeed, executives showed more concerns about the changes in hierarchy status rather than the likelihood of losing their jobs. In fact, the President has proved that the company is losing marketplace, therefore the introduction of an EPM approach could help the company to recover its position. However, employees rely on routines and are afraid of challenging them, stating a strong resistance towards organization’s change. Moreover, enforcing a...
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...Business Research Report Corporate Conscience and Its Effect On Companies Assessment Code: RWT1 Student Name: Student ID: Date: Mentor Name: Table of Contents Executive Summary…………………………………………………………………………………………………………………………………3 Introduction…………………………………………………………………………………………………………………………………………….3 Research Findings……………………………………………………………………………………………………………………………………5 Finding Number 1………………………………………………………………………………………………………………………………..5 Finding Number 2………………………………………………………………………………………………………………………………..6 Finding Number 3………………………………………………………………………………………………………………………………..7 Recommendations…………………………………………………………………………………………………………………………………10 Recommendation Number 1…………………………………………………………………………………………………………….10 Recommendation Number 2…………………………………………………………………………………………………………….11 Recommendation Number 3…………………………………………………………………………………………………………….11 Conclusion…………………………………………………………………………………………………………………………………………….11 Referrences…………………………………………………………………………………………………………………………………………..12 Executive Summary The specific purpose of this report is to investigate the claim that companies who adopt a culture of ethics and social responsibility are more efficient. The impact has been identified that this behavior could have inside on performance by adopting an intentionally conscious corporate culture and behavior. Research shows that responsible companies are more profitable, they become desired places to work, and people want to partner with responsible companies...
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