Cox Automotive Corporate Culture
Culture is instrumental in shaping an organization and is viewed in through observable artifacts, espoused values, and shared beliefs of a group (). Observable artifacts are examined through the physical attributes of an organization which potentially include: dress codes, awards given, acronyms utilized, and rituals within the company. The basic assumptions, values or beliefs that employees hold shape a company's behavior and they are the most difficult to change. Recently a topic of ongoing conversation, the culture that exists at Cox Automotive is struggling to evolve. Successful culture shift or change within an organization is challenging at best, awkward and unachievable under numerous circumstances. Executive leadership within our company is focused on fostering innovation, cooperation, and responsibility amongst team members. Through
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empowering employees driven by passion, the goal is to create collaboration and invention. As with countless numbers of organizations, Cox Automotive is determined to create a corporate culture that entices new and talented employees. From designing our corporate headquarters to include fresh outdoor space, putting greens, and lawn games, to fully stocked breakrooms and game rooms, the idea centers on creating an environment that encourages pioneering and advancement. Additionally, management strives to provide ongoing feedback, focused on positive improvement. Aligning corporate culture to stated values is not any easy task, if it were many companies would achieve this successfully. When evaluating Cox Automotive in contrast with their competitors the organization is moderately effective in creating an advantage through the support of positive cultural attributes. The simple size of the company provides some advantage over their peers and allows for enhanced benefit offerings to employees.
As previously mentioned in earlier posts, Cox Automotive has been faced with a growing concern over the longevity and the direction of the automotive aftermarket industry.
Through a course of voluntary retirements, hiring freezes, and layoffs management has been forced to make certain adjustments that have placed additional pressure on our team members and through this process, openness, honesty, and accountability have absolutely suffered. By eliminating positive moral boosting activities, we have inadvertently created an atmosphere of fear and concern. While this process has been implemented to avoid potential crises in the near future, when one fears for their job and their livelihood they understandably work to protect their position and avoid accountability. Ultimately, it would have been advantageous to consider limiting layoffs to allow for normal attrition and to maintain slightly improved level of moral, especially considering business continues to remain profitable. That said, anticipating potential downturns and making necessary adjustments could provide for successful longevity and preserve more jobs in the
future.
empowering employees driven by passion, the goal is to create collaboration and invention. As with countless numbers of organizations, Cox Automotive is determined to create a corporate culture that entices new and talented employees. From designing our corporate headquarters to include fresh outdoor space, putting greens, and lawn games, to fully stocked breakrooms and game rooms, the idea centers on creating an environment that encourages pioneering and advancement. Additionally, management strives to provide ongoing feedback, focused on positive improvement. Aligning corporate culture to stated values is not any easy task, if it were many companies would achieve this successfully. When evaluating Cox Automotive in contrast with their competitors the organization is moderately effective in creating an advantage through the support of positive cultural attributes. The simple size of the company provides some advantage over their peers and allows for enhanced benefit offerings to employees.
As previously mentioned in earlier posts, Cox Automotive has been faced with a growing concern over the longevity and the direction of the automotive aftermarket industry.
Through a course of voluntary retirements, hiring freezes, and layoffs management has been forced to make certain adjustments that have placed additional pressure on our team members and through this process, openness, honesty, and accountability have absolutely suffered. By eliminating positive moral boosting activities, we have inadvertently created an atmosphere of fear and concern. While this process has been implemented to avoid potential crises in the near future, when one fears for their job and their livelihood they understandably work to protect their position and avoid accountability. Ultimately, it would have been advantageous to consider limiting layoffs to allow for normal attrition and to maintain slightly improved level of moral, especially considering business continues to remain profitable. That said, anticipating potential downturns and making necessary adjustments could provide for successful longevity and preserve more jobs in the
future.