Table of Content
1.0 Executive Summary
2.0 Introduction
3.0 Mission Statement
4.0 Core Values
5.0 Corporate Values
6.0 Corporate Culture
7.0 Corporate Culture Affect Managers
8.0 Levels of Culture
9.0 Assessing Organisational Culture
9.1 Innovation and Risk-taking
9.2 Attention to Details
9.3 Outcome Orientation
9.4 People Orientation
9.5 Team Orientation
9.6 Aggressiveness
9.7 Stability
10.0 Cultural Web
11.0 Right Culture and right values
12.0 Disadvantage of an Organisation with the Wrong Culture and Wrong Values
13.0 “Right Culture with the Right Values will always produce the best organizational performance”
14.0 Conclusion
References

1.0 Executive Summary
In this business report, Singapore International Airlines (“SIA”) is the company has been chosen to be the topic for discussion. There will be a few factors that will be discussed. Examples like different culture changes an organization’s competitiveness in the market. We will also be evaluating various objective and methods on how an organization can improve, develop and influence to build a stronger management process.
The objective of this report is to analyse and explain how SIA, a Singapore company changes its culture to suit a dynamic changing environment and became a successful company with its corporate values and cultures.
2.0 Introduction
Singapore Airlines’ history can be traced back to 1st May 1947. That was when a Malayan Airways
Limited Airspeed Consul flew from Singapore Kallang Airport on the first of three scheduled flights a week to Kuala Lumpur, Ipoh and Penang. More new aircraft were added to the fleet in the 1950s and
1960s. On the 16th September 1963, the Federation of Malaysia was born hence the Airline was known as Malaysian Airways Limited. In May 1966, it was renamed Malaysia-Singapore Airlines
(MSA). In 1972, MSA spitted to become two new