Citing examples from the academic literature, the HP video, and from your experience of visiting Tesco stores, critically evaluate the ways in which managers attempt to control organizational culture, and demonstrate (with justifications) which of the two organizations is more likely to achieve cultural control.

Introduction

Organizational culture refers to a collection of values, norms, & behaviour shared by employees that control the way employees interact, co-ordinate and work with each other. Every organization has its own unique culture and it distinguishes the organization from other organizations. The organizational culture is changed, managed or manipulated based on the values and vision of the top management or the core people who build and/or control that organization. The founders hire those who share the same vision as them and the new comers learn the norms and values of the organization. It is possible that, in due course of time, the members of the organization, particularly the top management, will attempt to modify and influence the organizational culture to fit their own values and needs or changing marketplace conditions. This can lead to changes in the decision-making processes and management styles.

Hewlett Packard

Hewlett-Packard’s growth and success over the years has been due in large part to its organizational culture. HP has always worked hard to ensure that its corporate culture is imbibed in all the employees of the company through special training efforts and extensive communication. HP’s organizational culture or ‘The HP Way’ emphasizes upon respect for others, a sense of community, and plain hard work.[1] According to Bill and Dave, the owners of HP, it is important to communicate the objectives clearly to the employees and give them flexibility to achieve their goals in their own way. This is in sync with the