Changing the culture of an organization may not be easy especially if the new chief executive does not fully understand the previous culture and therefore does not embrace it in the change. This lack of knowledge may result in an inappropriate culture being chosen that could limit the company’s performance as productivity reduces. An example of a badly imposed culture can been seen with the Chrysler and Damier-Benz merge in 1998. Damier-Benz imposed their traditional and structured German culture on the free-spirited American car company Chrysler. The extremely different cultures created tension that later affected their efficiency as decision-making took longer and the workforce were not happy. The inappropriate culture resulted in a loss of $1.5 billon by 2006. In 2011, the new chief executive of Tesco, Phillip Clarke, also made a cultural change which proved unsuccessful. He proposed a strategy to change Tesco’s brand image to be known for “highly valued brands” as opposed to their cheaper “Value” products. The decrease in popular promotion deals such as vouchers and meal deals reduced their sales revenue and share value which fell by 15% by the end of 2011. This suggests that Clarke failed to identify Tesco’s main source of competitively. Therefore, both examples show that cultural changes may be difficult as the new chief executives lack knowledge and experience in the company.…
George is a 40 year old senior executive in a large company, a position he has only recently taken up. He was referred to counseling by his general practitioner to explore his mood swings. He has been married for nearly 5 years to a ‘warm and wonderful person’. There were no children yet, and the couple was wondering about the right time for having children. This has been an area of disagreement between George and his wife and has led to a number of heated arguments between the two of them.…
When a company goes global and has grown too many locations throughout the world cultural changes within the organization need to be addressed regarding the cultural…
It is important to understand how the different cultures are effected and they change the behaviour inside an organization. Every person shares a different culture and belief and everyone represent another point of view inside an organization. The fact is, that every person in an organisation brings along a value for the organization with their attitudes and point of views of their cultures. With it they…
Smith, P., Dugan, S., & Trompenaars, F. (1996). National culture and the values of organizational employees – a dimensional analysis across 43 nations. The Journal of Cross-Cultural Psychology, 27(2), 231-264.…
A unique corporate culture is hard to duplicate or imitate and thus helps to sustain a firm’s competitive advantage. Organizational cultures vary widely in the extent to which they are woven into the fabric of the organization’s practices and behavioral norms. The strength of any culture depends on the degree to which these norms and practices are widely shared and strongly held throughout the organization.…
The media, and Hollywood in particular, is one avenue in which the general public becomes familiar with the role of nurses. How does the media positively or negatively influence the public’s image of nursing? What other avenues may better educate the general public on the role and scope of nursing as well as the changing health care system?…
The award winning ABC Series, “Once Upon a Time”, unites distantly related fairy tale characters such as Elsa, Snow White, Red Riding Hood, Rumpelstiltskin, and Ariel in a fictional, present day town in Maine named Storybrooke to forge new relationships and experiences. Although “Once Upon a Time” is a modern television show, it contains many Gothic elements. These elements include gloomy settings, an interest in the past, and an interest in original sin and the supernatural. The settings of “Once Upon a Time” are gloomy in nature.…
Opening up a subsidiary in another country has to be planned extensively. There are many aspects that the management have to take into consideration before deciding on the feasibility of the operation. People’s natural tendency is to try and transplant the skills that work in their home country into the new environment. (Berger, 1998) The problem is that the management techniques that work in the home country are not always effective in another country. (Rodrigues, 1998) He also believed that this was due to managerial attitudes and values being linked to a societies culture. Therefore, as cultural values mirror how people are raised, they are deeply held and unlikely to change. (Berger, 1998) This view is supported by many other theorists in the cross-cultural management area (Hofstede, 1991; Trompenaars & Hampden Turner, 2000, 2002)…
Like all social mechanisms, an organization 's culture performs certain social functions, some or them intended and some of them unintended. Like organizational structure, culture is difficult to observe measure or map. In some cases, culture supports or reinforces structure, in others it conflicts with structure. In yet other situations, cultures acts as a functional alternative to reducing behavioral variability in organizations. These are the most commonly discussed functions of organizational culture…
“Organizational Culture has been defined in several different ways. In its most basic form, organizational culture can be defined as the shared values and beliefs that enable members to understand their roles and the norms of the organization” (Hidgetts, Luthans, & Doh, pg. 10).…
References: Robbins, S P and Coulter, M (2009) Management, 10th edn, New Jersey: Prentice-Hall. Hofstede, G (2001) Culture’s Consequences: Comparing Values, Behaviors, Institutions, and Organizations across Nations, Thousand Oaks, CA: Sage. Robbins, S P and Coulter, M (1999) Management, 6th edn, Upper Saddle River, NJ: Prentice Hall.…
as a framework, I propose an approach based on the following claims: In every country there are…
As the world economy leans toward globalisation, the understanding of different culture becomes inevitable in today International management (IM) research and practice. Culture is part of management concepts when it turns more complex and multidimensional (Martinez & Toyne, 2000). Due to complexity of culture, there are many researches on this topic. Scholars such as Davenport and Prusak studied how culture differences affect knowledge transfer in cross-cultural organisations (Bhagat, Kedia, Harveston, & Triandis, 2002). In contrast other authors suggest that both the differences and similarities of culture should be examined (Ofori-Dankwa & Ricks, 2000). In light of all recent researches relate to culture, this essay initially looks at the different definitions of culture. Then, it reviews the link between culture and international management research, and the practical important of culture in international firm practices.…
Nardon, L. and R.M. Steers (2009), ‘The culture theory jungle: divergence and convergence in models of national culture’, in R.S. Bhagat and R.M. Steers (eds),…