...Interview with Laura Hollis, Director (Human Resources) Structure. How are units or divisions organized? Who is in charge of HR policies for the overall organization? for each division or unit? How is HR handled in other countries? A very complicated organization. On a global level. Opportunity International as a global entity is structured = from a global perspective supporting partners and implementing partners. Opportunity US and UK and Australia and Canada and Germany are supporting partners. They are autonomous and have their own board of directors, staff, and policies. She works for HR at Opportunity US. On the global side, there is a network services organization that is the association of the support partners and implementing partners that due the lending. Functions like an organization. Provides global strategy, best practices, product development, and start ups in the field, etc. They have a diverse group of people…the network itself is a Swiss Verines to collect dues from different organizations. People who work for the NFO would be Collin McCormick, Lynn Akson...40 or so at the NSO. They are hired but support partners, primarily opportunity US. Once they are hired by the support partner organization, they are succunded by the organization. All of their work and mgmt comes out of network services. Support partners, network services, and. NGO’s are autonomous that have their own HR departments and policies and procedures. They do all of their own recruiting,...
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...The organizational culture in Decathlon Company I. Definition On the textbook “a primer on organizational behavior” James, Anthony and Marcus definite organizational culture is a reflection of an organization’s “personality,” and, similar to an individual’s personality, provides us with insights into attitudes and behaviors. Ravasi and Schultz (2006) state that organizational culture is a set of shared mental assumptions that guide interpretation and action in organizations by defining appropriate behavior for various situations. Organizational culture composited various factors from history, product, market, technology, strategy, type of employees, management style, and national cultures and so on. It is a collective values, beliefs and principles for organizational members. On the other hand, corporate culture represents corporate created those cultures by management to achieve specific strategic ends. Needle (2004) II. Dnison Organizational Culture Model Dnison Organizational Culture Model is one kind of the tool to measure organizational culture. It provides a comprehensive and easy way to interpret organizational culture. Every trait has three more specific indices for a total of 12 indices. III. Dnison Organizational Culture Model in Decathlon Company Before I come to United Sated, I have been work at Decathlon Company. It is a largest sporting product supermarket in Europe. Decathlon’s main competitor is Academy in the world. In this part, I will...
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...fit at a company that I was passionate about helping succeed. Nine months ago, that company—a privately held, $42-million, firm—was sold to a much larger competitor, $1.2-billion, 4,200-employee, global competitor. As I started thinking about the cultures of my company and how my personality fit it, I realized that I could not focus on just one company, but rather needed to assess the culture of three organizations: my former company, the buying company, and the old company as part of the new company. While companies are not people, I could see clear “personality” differences between the old company and the new one as well as changes in the old company as it began to be absorbed into the larger new company. So to gauge each, I formulated a theory: how would each organization score on the Myers-Briggs Type Indicator test (see MBTI handout)? I decided to test the theory and marked the MBTI answers I perceived best reflected the culture of each entity . For example, Question No. 62 asks, “Can the new people you meet tell what you are interested in?” The old company could explain our value proposition to potential clients rather easily, in fact every employee, from the CEO down to the receptionist, had to go through training to learn the “elevator speech,” the ability to explain quickly how we help clients succeed. The new company, similarly, has been very adept at explaining its business to its core audience. Moreover, individual analysts and sales people in each company are also...
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...to mind when thinking of the company culture at Google. Many people would agree working at this company is like walking into a dream every morning. Some more of the amenities offered at various Google office locations are a pub-style lounge in Dublin, Ireland, a pool table in the conference room of Tokyo, Japan, a rock climbing wall adorns the “tech talk” area in Boulder, Colorado. (Google, 2012) Google’s company culture is technically an adaptability culture. According to Draft (2010) adaptability culture is defined as “culture characterized by strategic leaders encouraging values that support the organization’s ability to interpret and translate signals from the environment into new behavior responses”. Google is a company whose values promote individual initiative, experimentation, risk taking, and entrepreneurship. (Draft, 2010) Value’s play an important role in developing any companies culture. For example, the National Society of Black Engineers (NSBE) prides itself on recruiting well educated black engineers to improve the black community just like Google prides itself on hiring well educated people who are geniuses in their particular field to improve technological advancement. NSBE and Google appear to be aligned but their cultures are slightly different. NSBE is not quite adaptability but is at the next level on the corporate culture scale, achievement culture. According to Draft (2010) achievement culture is defined as “culture characterized...
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...Leading by Leveraging Culture Managing culture will not guarantee organizational success. Neither will neglecting culture result in assured failure. Culture is only one of the leadership tools that helps success, but managing it will help an organization with its strategic objectives in the long term. Why is Organizational Culture Powerful? Focusing People Intensely on Strategy Execution CEO’s fail when they are unable to fully execute on strategy. The key is in not only having a well-formulated strategy, but in also executing well on the strategy. Southwest Airlines has had a simple and transparent strategy of offering a high volume of short, low-cost flights. The strategy is well-known among employees and also aligned with their culture. Culture is a system of shared values that identify what is important, and norms that identify appropriate attitudes and behaviors. It increases organizational performance by energizing employees with meaning in setting and reaching for goals. Also performance is increased by shaping and coordinating behavior. Culture as a leadership tool should be strategically relevant. Formal Versus Social Control: The Power of Shared Norms Culture is based on norms, which are socially shared standards of appropriate behavior. Norms guide the perception and interaction of members and how they approach decisions and solve problems. They also help to ensure conformity through positive and negative reactions. Research shows that group norms influence...
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...5 steps to a strong company culture http://www.microsoftbusinesshub.com/News_and_Updates/5_steps_to_a_strong_company_culture Great leaders inspire. They pull in talented and high-performing staffers. But behind each leader you'll find something equally powerful: a company culture that motivates people to work hard and stay with the business. As long as you have a business, you have a company culture. Instead of leaving it to grow on its own, you can nurture it and make it into something that will breed loyalty and motivation. Creating a strong culture — one of fun, sharing, collaboration, and connection — can be done in five simple steps, according to Carol Skube, a Minneapolis-based human resources consultant. Step 1: Understand A strong culture is founded on more than just paid lunches or personalized parking spaces. Great leaders understand what is important to their employees. As a business leader, developing a strong company culture starts when you take steps to find out what motivates the people who work for you. The process of understanding starts with communication. Talk to your employees to find out what you both expect from the job, Skube says. This will help you clarify your expectations of your staff and, in turn, help you learn what motivates them. It will also send a message to your staff that collaboration and communication are important to your company. As you talk to your employees, you also will learn what's important to them. This understanding will...
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...ADP's easy-to-use solutions for employers provide superior value to companies of all types and sizes. ADP is also a leading provider of integrated computing solutions to auto, truck, motorcycle, marine and recreational vehicle dealers throughout the world. ADP became a public company in 1961, with an initial stock price of $3. In the next year, Brokerage Services division was developed to serve the high volume transaction needs of major stock brokerages on Wall Street. The company proceeded to offer Dealer Services to automotive dealers to handle inventory and accounting transactions. In 1974, ADP extended into the international market with an office in The Netherlands, and later in the decade added Claims Services.1 Today, ADP employs more than 42,000 associates globally providing business solutions for more than 570,000 companies of all sizes – small, mid-market and enterprise. The key to the company’s growth and stability is solid strategy. By focusing on top-notch customer service, financial reliability, and a low-margin, high-volume model, ADP has been able to stay true to its core goal: customer retention. Year after year, clients return to ADP for the handling of the routine, but distracting, tasks of payroll, benefits administration, and human resources, as well as backroom operations for brokerages, auto dealers, and insurance companies. Year after year, ADP happily records the revenue. The company encounters very few surprises, as they write off expenses as soon...
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...The East India Company and Perceptions of Indian Culture Throughout the 16th century, the Indian Ocean was filled with lucrative trade. Incredible amounts of capital and resources were exchanged all throughout the Indian Ocean from the Middle East to the shores of Japan. At the heart of all this trade stood the Indian subcontinent, whose merchants and monarchs accumulated vast amounts of wealth by taking advantage of their geographic position relative to the international market. Although the larger dynasties of Europe had learned of the vast material wealth of Asia through the travels of Marco Polo and other European explorers as early as the 14th century, it wasn’t until the 1600s that the first legitimate European trading companies set up shop in the east to bring Asiatic commodities to the European continent at a large scale. The first of said companies, the British East India Company, created under Elizabeth I of England, would bring not only great wealth, but also eventual colonization to the people of the India. The British East India Company arrived in the Indian subcontinent with purely economic goals. The merchants in the company adapted to Indian culture extremely well, quickly making friends with the monarchs of different Indian states, adopting and practicing Indian religions, marrying Indian women, and learning the vernacular languages of the continent so that they could seamlessly blend into the already thriving market. As English influence in the Indian economy...
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...Describe the organizational culture of your company and work group using Figure 3.7 The purpose of the organizational culture is to “identify which cultural characteristics create an environment conducive to completing most complex projects.” (Larson & Gray, 2011) I work for a large university system in which the organizational culture is somewhat more demanding than most, due to the need for more specialized skill sets and diverse workforce. It is the mission of my company to strengthen organizational performance through the adoption of a more team/community driven environment. Its goal is to help leadership strategically plan and achieve its goals, resulting in a more sustainable organizational future. My company has adopted the mind set that “team-work and cross-functional cooperation are the norms [and], where there is a deep commitment to excellence,” success will be the result. (Larson & Gray, 2011) Therefore, my company focuses on the needs of the team, strategic planning, resources, improving workflow and process and the development of team environments. Describe your project team’s culture if possible and your own personal culture My project team culture will be built on investing and building, thereby increasing team satisfaction and confirming overall organizational success. As I compare my company to the example given Figure 3.7, I recognize a few differences. Member identity, team emphasis and people focus are the same, as I feel it is important to...
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...that a company’s culture can clearly be determined by observing the layout and design of its production facility, regardless, if the company is producing goods or delivering a service. A positive company culture will be reflected in a well-designed goods-producing or service facility layout that will ultimately maximize the production process, as well as, meet the needs of and ensure the safety of the employees. In my thirty-five year experience as a dental hygienist, I have experienced poorly designed service facilities and their effects on production and morale. It creates a stressful work environment which is counterproductive. Maximizing the use of space, machinery, materials and staff, in a either a goods producing or service facility, will eliminate wasted time and materials (Bowee, Thill & Mescon, 2007, p.299). Smart design layouts ensure employee safety, as well as, support close communication and collaboration among employees, both of which are important in employee satisfaction and motivation (Bowee, Thill & Mescon, 2007, p.299). For example, a well-designed layout of a facility will have a smooth process flow, whether it is an assembly line of workers in a goods-producing facility or dental office staff in a service facility. If the flow of production is smooth and easy, it will be less stressful on the employee and as a result, the employee will be happier and more productive and project a positive attitude about their job and about the company. In addition, design...
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...The Role of the Founder in Creating an Organizational Cultural (Ken Iverson & Nucor Company Culture) 1. Company Profile: Nucor is the third largest steel company in the U.S. that is ranked in Fortune 500 Company. The hierarchy of the organization is constructed by employees, supervisor, department managers or officers, general manager, and CEO (Chief Executive Officer). It is the first steel-mill in America that could make flat-rolled steel (high-end steel product made only by the Big Steel companies), to apply thin-slab casting (technology that Big Steel consider as impossible) and to produce iron carbide (efficient energy to produce steel through the scrap metal). In 1906, Ransom E. Olds was the first to establish the company which manufactures cars known as Reo Motor Car. After a while, the firm was sold because of its low profits to create the Nuclear Corporation of America (1955) by Reo Holding. The purpose of the new corporate was to manufacture nuclear instruments, electronics, and to perform radiation studies. In this context, the field was quite interesting and new but without any acceleration. As a result, the first purpose of the company was to acquire knowledge identified in other companies in metals business such as that of Vulcraft (steel joist manufacturing firm in Florence & South Carolina). 1. The Founder Values and Personality Ken Iverson (CEO) was the only person who tries to make an effort...
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...Outline and critically evaluate the corporate culture and values that the Starbucks Corporation has developed as an international company. Corporate culture is the shared values, traditions, customs, philosophy, and policies of a corporation. This influences the professional atmosphere that grows from this and affects employee behaviour and performance, it determines how employees think, act and feel. Every organisation has a different concept about the kind of culture that it should have, Howard Shultz CEO of Starbucks worked to instil key values and guiding principles into the Starbucks culture. The fundamental value was “to build a company with a soul,” to achieve this Shultz came up with a philosophy for Starbucks to “never stop pursuing the perfect cup of coffee.” This meant Starbucks had to control the quality of its products across all stores with Shultz strongly opposed to franchising in order to achieve this. Using high quality beans with no chemicals or additives was also central to the core values; this is even true in today’s Starbucks coffee. Following on from Shultz’s keystone value and it is the staff who are central to the soul of the company. The employee’s were selected for their character, personality and skills “to deliver consistent pleasing customer service.” Employee’s adopted Shultz’s core values to provide not just a perfect coffee but to provide an experience to Starbucks customers which led to the success of Starbucks and making...
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...is the relationship of organizational structure, control and culture? When would a company decide to change from a functional to a multidivisional structure? Between the structures, the controls and the culture is a relationship that works like a chain that is locked to itself. Organizational structure specifies procedures, controls, and decision-making authority. It is critical to match organizational structure to the company strategy. The structure have the purpose of manage the firm’s daily work routines, explore new resources and competitive possibilities, distribute resources. This is a chain because every company is made by employees of different levels, background, and history and believes. Thru the interaction between them and the company structure and function is where we can find the culture. The controls are created by the structure that the organization have created with the purpose of motivate employee's. Organizational controls provide guide strategy implementation, identify differences between actual & expected results, suggest which corrective actions to take. The organizational culture is shaped by the people through shared values and norms. The controls are used for example in the interaction with internal and external resources. There are different control establish in different areas that the structure have design and in must company’s you can observe and notice the difference in culture thru the organization structure and which controls are presented...
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...Confidential MARC WENN LUXURY GARMENTS & ACCESSORIES Business Plan ©2015 www.marcwenn.com 1.0 Executive Summary MARC WENN will be run as an online fashion business which provides luxury garments and accessories, without the luxury price tags. The business is at its start-up stage with business operation which commenced less than six months. The businesses made over £8,500 within two months of its business operation and currently have about 40,000 followers on major social media such as Instagram, Twitter and Facebook. Its business strategy is designed to deliver e- commerce business and online shop which is gradually replacing the traditional shop premises on the high streets, as a way of reaching the target market. The business is positioned to provide a strong brand identity that is able to affect customers’ behaviours by building emotional connection that is able to reinforce buying habit. The business is named MARC WENN to differentiate its various products from similar offerings, hence attract customers to the business and draw traffic to the business online shop. The increase in the use internet and speed of browsing in our society will provide a huge opportunity for this business to strive. More and more users especially among younger target customers have access to the use of internet for variety of fulfilling purposes, including for shopping. Currently, the main demographic for the business is male age 18-30. The business hopes to extend this to...
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...ORGANIZATIONAL CULTURE IN THE TWENTIETH AND TWENTY-FIRST CENTURY ABSTRACT Culture is the medium by which organization expresses itself to its employees or members. The core of the culture is formed by the values which are not visible but are shared by people even when membership in group changes. Shared values and norms focus employees’ attention on organizational priorities and guide their behavior and decision making. The paper starts with defining the core concepts or the key words in the introduction phase, and the four organizational culture has been allocated as per its usage on the past and the present i.e. in the twentieth century and the twenty-first century. Further, the article has tried to identify the implications on the Nepalese context which shows how the organizational culture of Nepalese business houses compared to the global scenario. Also, the paper has tried to identify the problems that are faced while following the organizational culture and during the shift from one culture to the other. Lastly, the paper ends with a conclusion which is also a recommendation. Keywords: Organizational Culture, Types of Culture INTRODUCTION Organizational culture includes an organization's expectations, experiences, philosophy, and values that hold it together, and is expressed in its self-image, inner workings, interactions with the outside world, and future expectations. It is based on shared attitudes, beliefs, customs, and written and unwritten rules...
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