Fedex Organizational Structure
ORGANIZATION STRUCTURE
MBA 640: Organizational Behavior
Nicholaus R. McNeal
April 26, 2011
INTRODUCTION
Organizational behavior is vital to the success of any organization.
When the organization’s behavior is not effective, there is a chance the company will suffer. This paper will evaluate the organizational structure of Federal Express, in particular FedEx Express (FedEx, 2011).
ORGANIZATIONAL CULTURE (FORMATION AND EFFECTS) FedEx has acquired a reputation for possessing a strong customer-service organizational culture. The textbook states, “Organizational culture is what the employees perceive and how this perception creates a pattern of beliefs, values, and expectations” (Ivancevich, Konopaske, & Matteson, 2011, p. 40). Since its inception in the 1970s, FedEx’s culture has centered on the customer. “If employees are to transform to be customer-focused, the idea must first begin with the leadership team and filter through the organization. As the idea trickles downward, employees make a conscious decision to modify self to align with the established culture” (Morrow, 2003, p. 1). This, along with other concepts has helped form FedEx’s culture and continues to do so today.
Another concept that has shape FedEx’s culture is “specifying and reinforcing the behavior employees are expected to deliver, both with external customers and coworkers” (Morrow, 2003, p. 1). Employees receive daily reminders of expectations via video messages from executive management on televisions scattered throughout the corridors of FedEx. The messages cover a wide range of information that illustrates how an employee remains in compliance with “The FedEx Way.”
Reinforcements play a great role in the effects of FedEx’s culture, outcome, and effectiveness. The textbook states, “If quality customer service is important in the culture, then individuals are expected to adopt this behavior, and if adhering to a specific set of procedures in dealing with customers
MBA 640: Organizational Behavior
Nicholaus R. McNeal
April 26, 2011
INTRODUCTION
Organizational behavior is vital to the success of any organization.
When the organization’s behavior is not effective, there is a chance the company will suffer. This paper will evaluate the organizational structure of Federal Express, in particular FedEx Express (FedEx, 2011).
ORGANIZATIONAL CULTURE (FORMATION AND EFFECTS) FedEx has acquired a reputation for possessing a strong customer-service organizational culture. The textbook states, “Organizational culture is what the employees perceive and how this perception creates a pattern of beliefs, values, and expectations” (Ivancevich, Konopaske, & Matteson, 2011, p. 40). Since its inception in the 1970s, FedEx’s culture has centered on the customer. “If employees are to transform to be customer-focused, the idea must first begin with the leadership team and filter through the organization. As the idea trickles downward, employees make a conscious decision to modify self to align with the established culture” (Morrow, 2003, p. 1). This, along with other concepts has helped form FedEx’s culture and continues to do so today.
Another concept that has shape FedEx’s culture is “specifying and reinforcing the behavior employees are expected to deliver, both with external customers and coworkers” (Morrow, 2003, p. 1). Employees receive daily reminders of expectations via video messages from executive management on televisions scattered throughout the corridors of FedEx. The messages cover a wide range of information that illustrates how an employee remains in compliance with “The FedEx Way.”
Reinforcements play a great role in the effects of FedEx’s culture, outcome, and effectiveness. The textbook states, “If quality customer service is important in the culture, then individuals are expected to adopt this behavior, and if adhering to a specific set of procedures in dealing with customers
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