The Battle Of The River - 1246 Words

The river was an important avenue of approach for the Union army to reach and gain control of Vicksburg. The Loess Bluffs bordering the Mississippi River provided excellent observation positions for Confederate artillery to fire upon any enemy approaching via the river. Ships were particularly vulnerable to their fire because of an oxbow north of the city’s waterfront where ships were forced to slow down to make the treacherous turn. The river approach afforded no opportunities for cover and concealment. The Confederate positions at Fort Hill and South Fort had clear fields of fire regarding approaching gunboats that afforded them a great advantage. The oxbow proved a challenging obstacle for Union approach, and was considered in the design and placement of artillery positions by the Confederates at Fort Hill and the river batteries along the waterfront. The Confederates placed additional obstacles in the form of explosive mines within the waters of the river and canal to the north and south of the city. The U.S.S. Cairo sunk in the Yazoo River Canal due to one of these mines during the winter of 1862 while on a mission to clear the river of mines and rid the channel of Confederate batteries. The city of Vicksburg in itself was the key terrain. This fortified city was positioned to protect the Mississippi River, and without taking Vicksburg†¦the outcome of the Civil War would have completely different. The Troops: We talked about the troops in the Enemy bit of METT-TC,Show MoreRelatedThe Battle Of The Rhine River875 Words   |  4 Pagescrossing the Rhine River as they captured hundreds of thousands of the Germany’s Army Group B troops (Murphy Bailey, 1997). Meanwhile, the Red Army had accessed Australia, and both fronts swiftly entered Berlin. 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Developing Corporate Culture Free Essays

Introduction: Developing corporate culture’s study will provide a detailed understanding of the importance of the corporate culture in organisational success and the managerial skills to influence the achievement of the culture. The development of an appropriate culture is vital to the organisation’s success. It could be said that all the best policies, procedures and technologies are supported by a culture that reinforces consistently what the organisation is all about. We will write a custom essay sample on Developing Corporate Culture or any similar topic only for you Order Now This study will explore the work that has already been carried out to develop an understanding of both national and organisational culture dimensions. This understanding will allow them to consider how this affects their interaction with different stakeholders from different culture group. Although it is underpinned by an exploration of relevant theory, the intention is that the study will be applied to specific organisation and situation. A very important part of this study is stakeholders, any group or individual that can affect or affected by the achievement of organisational goals, such as managers, stockholders, work groups, suppliers, distributors and customers. This detailed study of DCC will provide essential knowledge of the subject. Literature review: 1.1 Organisational culture and Organisational Objectives Business objectives are the ends that an organisation sets out to achieve. Organisational culture is the main aspect of any business to achieve these objectives. An organisation must create an effective culture and business plans to enable it to achieve these ends, thus plans and organisational culture are the means to the ends, to achieve the organisational goals. The objectives and plans that an organisation creates are determined by balancing the requirements of the various stakeholders in the organisation. The stakeholders are those individuals and groups that are affected by and have an interest in how the business is run and what it achieves. Every business has a range of stakeholders. The objectives that a company establishes are based on blending the various interests of these stakeholder groupings. For example, an objective to be the market leaders will benefit all stakeholders because customers will receive high quality products, shareholders will receive high dividends, employees will receive good wages, and so on. (James L H and John P K, 1992) indicate that corporate culture is the biggest influence to the performance of the work force. It may sometimes inhibit long-term financial performance. It was suggested how managers can work at reversing such a trend. In particular, managers wasted little time and energy on people or products or plants that seemed to have little long-term potential, by creating systems that tracked non-financial data which were also sometimes able to demonstrate credible progress in even less time. Thus, the strength of cultures, their adaptability and their environmental fit as key predicto r of their financial performance. (R Harrison H Stokes; 1992) clarifies that â€Å"Culture impacts most aspect of the organisational life, such as how decisions are made, who makes them, how rewards are distributed, who is promotes, how people are treated, how the organisation responds to its environment and so on.† All this different factors combined to create a successful and popular corporate culture for the organisation which will result in to the immense success in long term, in terms of both, financially and socially. The organisation will raise its status in the competition resulting financial gains and at the same time it will become popular amongst the employee which will allow them to create a very good social image. There are many different models of organisational culture is available. To name a few, Entrepreneurial structure and power culture, Bureaucratic structure and role culture, matrix structure and task culture, Independence structure and person culture etc. The best example is Johnson’s cultural web of organisational culture. The image shown here explains what the culture includes: This model is called the ‘cultural web’ though it looks like more of a flower than a web. The paradigm in the centre is the set of core beliefs. Let me clarify what is a paradigm. A paradigm is a constellation of concepts, values, perceptions and practices shared by a community, which forms a particular vision of reality that is the basis of the way a community organises itself. (Capra 1997). This will take place from the multiplicity of conversations. It will maintain the unity of the culture. The ‘petals’ are the manifestations of culture which result from the influence of the paradigm. Almost all of the change programmes will concentrate on the petals; trying to effect the change by looking at structures, systems and processes. Initiatives usually have a limited success. A lot of energy and money is put into the change programme, with all the usual communication exercises, consultations, workshops etc. In the beginning things seem to be changing but gradu ally the novelty and impetus wears off and the organisation0 settles back into something like its previous configuration. This will happen in the most of the cases because of a very simple reason that unless the paradigm at the heart of the culture is changed there will be no lasting change. Harrison and stock mentions that Culture impacts most aspect of the organisational life, such as how decisions are made, who makes them, how rewards are distributed, who is promoted, how people are treated, how the environment respond to its environment and so on. It is very important to understand how this different aspects of the culture help to achieve the organisational objectives. Treating all employees equally will create a very healthy environment for work. A healthy environment means harmony and co-ordination in work, good level of communication and consistency in achieving the organisational targets. This is what an organisation would ideally want from the workforce. At this point, a very important topic is also related to the success of the organisational culture and that is the difference between organisational culture and national culture. 1.2 Organisational and National culture Based on the research of Dr. Geert Hofstede,(www.itapintl.com), there are differences between national and organizational cultures. For global companies, it is important to understand both in order to impact organizational performance. Our national culture relates to our deeply held values such as good vs. evil, normal vs. abnormal, safe vs. dangerous, and rational vs. irrational. National cultural values are learned early, held deeply and change slowly over the course of generations as witnessed in all ages. The organizational culture is comprised of broad guidelines, rooted in organizational practices learned on the job. Experts agree that changing organizational culture is difficult and takes time. When two or more companies merge/integrate is how the underlying personal values of employees impact how they perceive the corporate culture change efforts. People can learn to adapt to processes and priorities, and a person can be persuaded to follow the exemplar behaviours of leader s in an organization. But if these priorities and leadership traits go against the deeply held national cultural values of employees, corporate values processes and practices will be undermined. What is appropriate in one national setting is wholly offensive in another. What is rational in one national setting is wholly irrational in another. And, corporate culture never trumps national culture. 1.3 Analysing the corporate culture British Airways is operating a highly effective bureaucratic structure and role culture. At British Airways the organisational culture is to constantly work towards creating an inclusive culture that understands and respects the individual differences of each employee. British Airways seek to deliver a service which reflects and responds to the diverse range of customer needs with an aim to drive and integrate diversity into all aspects of the service to remain competitive. As a company which operates globally, BA needs to attract and retain talented individuals to reflect the diversity of customer base. Employing a mix of people from diverse backgrounds leads to potential new ideas and innovation. BA’s strategy is driven through diversity champions representing departments across the airline and employee groups which meet regularly to discuss issues on religion, disability, flexible working, sexual orientation and ethnicity. Diversity issues are communicated to employees via corporate intranet site, diversity forums, diversity employee networks, company newspaper and in monthly newsletters. The organisational culture describes all the rules, practices, attitudes and beliefs of business and underpins the interactions of staff and customers. Organisational climate describes the morale and perceptions of the organisation and is quite subjective. At British Airways the current climate is not harmonious between the staff and the management. As a result the organisation is facing a lengthy unrest resulting in to the walkout of the staff which coasted company a whopping ?150 million. This dispute will be the biggest obstacle in company progress to achieve the organisational objectives. The main source to achieve any company target is the workforce. If the work force is not satisfied, they present a real threat of obstructing the progress of the company. (Mullins 2002) clearly described that Organisational climate is relating to the prevailing atmosphere surrounding the organisation, to the level of moral and the strength of feelings of belongings, care and goodwill amongst the members. Organisational climate is based on the perceptions of members towards organisations. Hence it is clearly noticeable that the current management at BA has failed to gain an edge over member’s perceptions. The work force is disputing from a l ong time and it is clearly obstructing the organisational goals. BA is committed to achieve highly professional goals through their different future commitments. The Colleagues at BA are engaging themselves to make British Airways a high performance workplace; by focusing to deliver consistent customer service; by developing and maintaining world-class partnerships with all key stakeholders, both internal and external; to create a performance-based culture. BA is also committed to an Operational efficiency by driving continuous improvement, short and long-term. This work is led by the Leadership team which involves and engages employee right across the organisation. But the current climate will definitely not allow these commitments to become realistic. Although recent improvements between union and management is showing some positive signs which is an indication of good times coming back to BA. There are many different departments in BA. At some level, the different departments operate with independence structure and person culture. As mentioned earlier, his structure is based on the individuals who are responsible for their work. For instance, the cleaning department, work on terminals. Although this department have a manager and supervisor but most of the staff knows their responsibilities and knows exactly how to perform them. They hardly need the information of everyday work as they are accustomed of it. Between the staff members, the power and influence are shared with strong individual values. This is also a very effective organisational culture. 1.4 Organisational culture’s Impacts The organisational culture combines the areas of different potential misunderstanding such as communications, management and negotiations. Moreover buyer behaviour, cultural shock, importance of developing cohesive culture in merged organisations is some of the different factors which clearly impacts on achievement of organisational objectives. Stewart mentioned that â€Å"in recent years attention has shifted from the effects of the organisation on work of people’s behaviour to how behaviour is influenced by the organisation culture. What are much more common today is the widespread recognitions that original change is not just, or even necessarily mainly, about changing the structure but often requires changing the culture too.† The impacts of organisational culture are many and varied depending on whether the company has a strong culture or a weak culture, but there are some generalities that apply. Most of the time some positive effects will occur no sooner a compan y makes a concerted effort to establish a strong positive organizational culture at the work place. Many workers are spending more and more time at work entirely depending on the job or company. The old axiom goes that a happy worker is a productive worker, and this is one of the effects of organizational culture. Workers want to enjoy work. They want to be interested in whatever is going on during their work span, or long term goals. Being part of something meaningful will make the worker enjoys which will change whole experience of work better. This will make them more productive. The effects of organisational culture should help providing such kind of settings. A strong organisation must be focusing on the environment it creates for its workers. This is because that will help encourage a more efficient and productive organisation. Focusing on building and sustaining organisational culture shows employees that they are considered an important part of the company. Such type of comp any generally has among the best response from its employees and thus will also have a much better chance of achieving its goals. There are five major reasons for wanting to create an appropriate and positive organisational culture for your company: A strong organisational culture will attract high level talent It will also help to keep the top level talent. It creates energy and momentum. A strong and successful organizational culture should alter the employees view of work. It will also help make everyone more efficient and successful. A strong organizational culture can breed success, and its importance should not be discounted. 2.1 Climate of Organisation British Airways is a very well-known organisation. It has been renowned for its organisational culture. BA provides the best opportunities to the staff members including many benefits and packages to enjoy. But from last few years it is experiencing workforce unrest. The main reason for that is there is a change within the management psyche at BA, driven by the chief executive. The new management team had taken some tough decisions which were not liked by the staff members. The management took away travel perks and also did not implement any increment for two years. These actions resulted highly unpopular and caused heavy colleague unrest. Thousands of staff took part in 22 days of walkouts last year, which cost BA ?150m. But now there are some positive developments. BA cabin crew voted this week to end 18 months of strife, which is sign of good times coming back to BA. The agreement includes a two-year pay deal and the return of travel perks for staff who took part in walkouts last year. British Airways cabin crew voted on a peace deal that could end the airline’s worst industrial dispute. The Unite trade union posted ballot papers to crew. It is with a letter from its general secretary recommending a vote in favour of the agreement 18 months after Unite opened its first strike ballot on the dispute. So far the only indication of support for the deal is approximate, after hundreds of crew attending a meeting at Heathrow airport this month backed a proposal to put the deal to a wider vote. BA is hoping for the best outcome of these positive talks and are keen to end this worst industrial dispute. Source: The Guardian 2.2 Ways to improve corporate climate There are many different factor included in organisational climate. Some key factors are flexibility, responsibility, standards, rewards, clarity, team commitment, management practise, efficiency and effectiveness. All these have a clear impact in creating a healthy climate for workforce. Organisational climate might need to change to adapt the current changes in the business. There are many different ways of improving the organisational climate. Sometimes it is important to recognise improve may mean change because a particular climate is no longer appropriate. It is very important to understand which climate is required, different management styles, effective communications and rationale and continual review. Generally a healthy organisational climate will contain the integration of organisational goals and personal goals. The most appropriate organisational structure based on socio-technical system. Mutual trust, consideration and support amount at different level of the organisat ion. An open discussion of conflicts with an attempt of avoiding confrontation. Managerial behaviour and styles of leadership appropriate to the particular work situations. Acceptance of the psychological contract between the individuals and the organisation. If any organisation contains all the above mentioned in their culture, the work climate will be at its best. 2.3 Organisational Values It is becoming increasingly important to growing numbers of organisations to let the individuals experience a sense of purpose at work and to work for an organisation that puts organisational values into practice. Personal values, which can be defined as â€Å"Underlying and relatively stable dispositions which organisations use to guide their actions and decisions and to help them make judgements about what is right and wrong† can only be the product of upbringing and socialisation, with purely individual differences stemming from personality characteristics also having a bearing. In adult life it is often a worthwhile process of self-development to spend some time clarifying one’s values: reviewing and reflecting on what is really important to you in an enduring way. It is not really a meaningful thing to choose values. The new organisations emphasis on value leadership; i.e. leading through establish leadership. The frame work for developing and supporting strong cor porate core value is to integrate values in HRM strategies, recruitment, progression etc. Solutions about how to deal with a new task, issue or problem based on reality values that work become belief and justify actions and behaviours. 3.1 Stakeholders of organisation At British Airways, their main stakeholders are its Workers. BA provides them with their daily bread and butter. The workers always want BA to do well because the company pays their wages which help them to pay their regular monthly expenditure, other expenses and their mortgages. The other most important stakeholders are its shareholders. They always want BA to do well because they own the company and want their investments to increase in value. They want to get paid regular dividends and other benefits. Moreover BA suppliers are also very important stakeholders of the organisation. They make money from supplying BA with goods and services. BA buys everything from food to fuel to entertainment for customers. Suppliers want BA to do well so they can continue to make a profit. And last but most important stakeholders are the customers. Many business customers fly the same route on a regular basis. They want BA to do well so they can continue to use their service. Customers want to enj oy many benefits that BA offers including frequent flier, BA Holiday sale and many more offers which coming on regular basis. So this can be said that The workforce, shareholders, suppliers and customers are the main stakeholders of BA. 3.2 Organisations communication strategies Culture and communication can’t be separated. For us to communicate and cooperate, we must share some common assumptions about the world we live in and some common standards by which to judge our own and each-others action. There are three main types of communications. Written, verbal and non-verbal, this can be communicated in three different ways across the organisation. The first is downward communication. From top to lower bottom in hierarchy which are often unclear and disorganised. Upward communications flow. This allows the flow of communication and information from a lower level to a higher level Prone to distortion as people lower in the hierarchy wants to present them-selves in the best light filtered information and people high in the hierarchy do not want the feedback, suggestion or criticism. The third is Horizontal communication. This means coordinating activities; sometimes this is difficult as communication usually occurs up and down the hierarchy or the restri ction of the information due to the competition. Any of this communication strategy can be used effectively to create a successful organisational culture with the best climate for the workforce. Customer satisfaction and the opinion of all stakeholders are keys to defining BA’s success. British Airways understands the stakeholders – customers, opinion leaders and employees – to better inform business decisions. Therefore, in-depth and thorough measurement and research are in place to provide this important information. The British Airways measure Customer satisfaction which is monitored by a comprehensive and detailed on going survey, which measures reaction to all the aspects of the service throughout the journey experience that are important to customers. The survey was constructed with help from NOP, one of the world’s leading experts in customer research, and was tested extensively with customers before it was launched to confirm that it was as relevant, clear and unambiguous as possible. Source: British Airways.com 3.3 Communication Strategies: BA believes it is important to share customer feedback as widely as possible throughout British Airways in order to maintain focus on the customer. Results are available on the Intranet, in the research library, and through electronic presentations and display boards. Customer insight is presented regularly to the company directors and to managers throughout British Airways. This how both customer satisfaction and other research, such as advertising effectiveness tracking, and summarises trends in customer satisfaction and behaviour, and performance issues in different areas of the business. Where appropriate, British Airways have also advised departments on the setting of targets for customer satisfaction performance in order to encourage improved service delivery. Over the past year customer insight has been used to support a range of product and service initiatives. These include: Evaluation of more cost effective meal option. Recommendation of improvements to service routines on very long flight route, Evaluation of technical developments to provide customers with greater flexibility and control when making their booking and check-in. Evaluation of different type of on board seating configuration in addressing the need of short-haul customers. Reorganisation of resources in some of the airport lounge to provide customers with a more comfortable experience and evaluation of the success of the customer relation’s service recovery across different channels and method of complaint handling. All this are different strategies of improving the communication and reforming a strong strategy without any weaknesses. Conclusion: After comparing many authors’ theories, it can surely be said that developing corporate culture and maintaining a healthy work climate are the most important factors of the organisation success. It provides the path to achieve the organisational goals by maintaining a skilful staff with the desire to develop further. Now the trainings can be given at employees own pace rather than forcing it to them and moreover they don’t physically need to be there in the classroom to get train. It can easily be assessed on internet and can be completed in their convenience. Internet based learning can be called an electronic library designed to share information. But given a detailed look one can realise its potential extends far beyond that. They can be the agent of change creating a more effective and connected workplace. We have always known the powerful effects of rapid, relevant, and specific corporate culture. This makes it far easier to implement the health corporate culture a t all level of training and development initiatives. Bibliography British Airways.com Corporate Culture and Performance; Kotter, John P.; Heskett, James L.; The Free Press; 1992; p. 99 Harrison, Roger Stokes, Herb (1992) Diagnosing Organizational Culture. San Francisco: Pfeiffer. www.itapintl.com How to cite Developing Corporate Culture, Essay examples Developing Corporate Culture Free Essays This essay is to understand the corporate culture in an organization. Culture is that term that is regularly used in workplace discussions. The concept of corporate culture is particularly important when attempting the organization-wide change. We will write a custom essay sample on Developing Corporate Culture or any similar topic only for you Order Now There’s been a great deal of literature generated over the past decade about the concept of organizational culture particularly in regard to learning how to develop organizational culture. Culture is the path to the success of the organization. It refers to the performance because it is directly concerns with the behavior of an organization. 1 Characteristics of Corporate Culture Affects the Achievement of the Organization Honda (Literature Review) Parker (2000) asserts that culture is primarily concerned with social control. This area of Interest continues to develop as a debate around the theory that cultural control is mediated through ‘Identification processes Which are embedded in narrative (Alveolus and Wolcott, 2002; Humphreys and Brown, 2002). Chain and College (2002) argue that the discourse of ‘corporate cultures’ relates to a cultural process of human development, a process which is articulated by Thompson 1 990:124), as involving: â€Å"a general and progressive process of human development, in the mind, faculties, manner and comportment through education and training, and hence, becoming cultivated or civilized†. This definition, I believe, encapsulates the essence of culture as a control process. Thompson argues that the subjectivity of the self Is targeted by a dominant group to craft a ‘linguistic habits’, (Broodier, 1991) or In layman terms a dominant group controls the way In which people may talk, the words they use, their grammar and in doing so they control concepts in use and thus how people think. Culture effects the achievement of the organizational growth as it Is a very debatable Issue, so let’s understand It by one theory. A culture Is the drive force that pushes the organization towards growth or towards decline. In peter and waterman words (1982) it is a psychological theory of the link between organizational and business performance. Honda motors is having the very strong culture in between the organization in between their employees they believe that If they sit together while for their lunch time to share their values and norms with each other that is why each plant of Honda motors have the one cafe area for managers and neural managers, in that sense to tie them in strong relationship of success. Honda motors believes is good climate or they have very good corporate culture on the organization, that Is understand by the number of activates performed by Honda as an organization. There is one parking lot for each employee either he is manager, co- manager and general workers, they believe that there is relationship is every employee so their one cafe area where every employee of Honda motors seat and have their food with common understanding and share their values and objectives for the growth of organization. Their manufacturing units are designed In such a way so that manager can watch the performance of their workers from their office. 1 1 Models AT organization culture can De uses to conclave organizational adjectives Before understanding the models of organizational culture, it is necessary to understand the objectives for Honda motors. Honda motors have one objective and that is, how they approach towards growth in the current economic situations? What are the policies and procedures Honda motors has to fallow to give the challenge to their competitors as well as to meet out the demands of their customers? In short an objective of the Honda motors is the process that is fallow by them to meet out challenges in between their growth. Let’s look out the elements specifically Strategy: – plans make to build the competitive advantages over competitors. Structure: – how they organism themselves? Who should report whom? System: – daily activities or the routine work, which they have to fallow. Shared values: -it is also called â€Å"subordinate goals†, it shows the corporate culture and work ethical values. Style: – how leadership works inside the organization to meet the challenges. Staff: – bout the capabilities of the employees. Skills: – actual strength of the individual for the best use for organization. Figure 1 shows the Muckiness’s as model which is followed by Honda motors to meet out the hurdles in between them and their growth. How it works in Honda By improving the performance The effects of change in the future Sort out the problems at the time of acquisition and mergers Best use of proposed strategic plan’s The above model is a three circle organizational effectiveness model which show the three components that are necessary to achieve the organizational effectiveness in ark related aspects and establishes an organizational culture and an effective workplace that helps organizations objectives by helping employees forge a career and also has a dual agenda to simultaneously help the organization succeed. It involves accountability across all levels of management and outlines the means to achieve and measure organizational objectives. The above shown figure is a Rousseau model; by using this model the organization can capture the key elements from inaccessible to accessible. This also helps the organization to create a culture associated with values, briefs and expectations which re the primary elements for an organization. There are lots more organization models which help in the organization to achieve their objectives. But in my case Honda motors are using these models to achieve their objectives. 1. Difference between Organizational and National Culture Organizational culture:- Like wider delineations such as national culture, an organizational culture may be generally described as a set of norms, beliefs, principles and ways of behaving that together give each organization a distinctive character (brown 1995). There is broad agreement around the time of inception, an organization to and reflects industry characteristics such as the competitive environment and customer requirements, together Witt ten were community values nine Day Its employees, Ana also ten values and behaviors of its founders or early leaders (e. . Assassinate; Tot 1989; Gordon 1991) (The Management of Organizational Culture volume 3, no. 2 (2000)). Culture is symbolic and it us described by telling the stories about how everyone feels in the organization. A symbol is defined by itself and it can be many things, but the point is hat how a symbol is invested with meaning in the form of understanding from our past experience. Culture is also defined as a part of unifying and refers to bind the organization together. The idea of organization culture shows the strength of certain goals to create a sense of common responsibility of growth. As discussed that Honda motors always have value to their customers they have provide every help to their customer services, they have the culture to listen to their customers and provides the best help that makes the Honda a successful car marking organization. Second of all o encourage creativity and flexibility, Honda and Fuchsias developed the organization in a way which was not depend upon the group but on recognition and grafting of individual talents as well as providing good working conditions. National culture:- As national culture is comprised with the nation’s cultures, culture of the people, their values and their norms. Analyzing the data from more than countries, Hefted (1980) concludes that these mental programs denote the existence of four underlying value dimensions along which these countries could be positioned into culture areas. Power distance, the extent of power in equality among members of an organizational society. Uncertainty avoidance, the extent to which members of an organizational society feel threatened by and tries to avoid future uncertainty. Individualism and collectivism, which describes the relationship between the individual and the collectively that is reflected in the way people live together and masculinity and femininity, the extent of roles division between sexes to which people in a society put different emphasis on work goals and assertiveness as opposed to personal goals. Honda motors have the dynamic cultural profile that lead to new patterns and behaviors or ideologies, typically these are overlaid on existing core assumption and culture may exhibit what seem to be complex ambiguities or paradoxes (Trice and Buyer 1993). Organizational culture from the perspective of managers, rather than workers, and emphasis the leaders role in creating, maintaining or transforming culture: at the apex of the leader’s responsibility hierarchy (Hampered-Turner 1990, up. 7, 9). Organizational culture is sometimes used interchangeably with corporate culture which Lintiest Grafton Small (1992, p. 33). As Honda motors is a global organization it has social responsibilities towards every nation, for any global organization it is the need to understand the national culture. As Honda motors are aware of the national culture of the nations where they are going for trade and respect and fallow the culture. 1. 3 analyses the corporate culture profile of Honda motors Honda motor is the only Japanese motor company with the model of the youth culture inside the organization. The constant theme of the Honda motors is to overcome the age gap of the employees at the work, use the maximum resources to et out the rigid employees and having the best team with in the organization to attain the aims and objectives without any interference from the external factors. It NAS unman-centre approach at ten work. Honda motors thank employees a Telex asset for the organization. There is flexibility in the time for work and if it is required they are operating the manufacturing units on Saturday, means there is flexibility in shifts and even rotation policies in regular times in Honda motors so that no one of the employee will feel of any boredom at the work. Employees are the backbone of he organization and without them no organization is able to achieve the competitive growth (1982). Honda motors has chosen to respond to the new markets it is a part of their culture that they believe that if they produce their cars where they are going to sell those cars, it should be more profitable to the organization rather than producing in Japan and then exporting them to the international market that’s why they have more than 33 manufacturing units in the world market where they are producing and selling the products. Honda motors are investing in research that brings the major changes in the automobile industry. Honda motors always looks for the new technology in their products and brings the necessary changes according to the current situation in the market, to have the competitive advantage over their competitors. Their engineers create C.V. engine that affect the automobile industry, which is the best technology produce by any organization. As a global organization Honda motors understand the demand of their markets, because they are dealing with the different nations at one time so they have to understand what is the demand of that nation like say in India there is demand for the small family cars, so hey introduce small section of cars to meet the demands of the Indian market, in United Kingdom family cars have more safety like 4 airbags fitted in family cars. Honda motors communicate the national culture to their organization and bring necessary changes to deal with the international market. 1. Impact of Honda motors corporate culture in achieving its objectives Honda motors understand the demands and problems of their customers, not only customers also of their employees they bind them together and tighter them this makes a very strong culture in the organization that leads them towards the growth as discuss in 1. . Honda motors always look for the suggestions from their employees there is not one way communication but there is two way communication employees and express their view to the management. Culture gave Honda motors a strength what they required to meet out the challenges from their competitors to beat them. Progress of Honda motors shows how strong the organization culture they have. Task 2 Improving Corporate Culture 1 Organizational values that will influence corporate climate Value of organization means the internal behavior of the staff with its other members, like behavior of managers with their co-workers or we can say that how well they will communicate with each other to get the Job done. If one of the staff will not share or express its value for the organization than there is conflict in between the other members and that creates an individual values not the organization values, and that’s what the organization doesn’t wants. It is the trust created by the each staff member within the organization to understand the ethical way of communication for core business and that will lead the organization to achieve its targets of growth. Speaking on the influence of culture on corporate climate it can be noted that the culture Ana ten climate AT an organization are want leave an Imprint on ten manuals AT the people. It is these values that stay on in a traditional and mythological manner in the eyes of the people. Some of the organizational values according to me that would influence corporate climate are as follows. Honesty High levels of service (core value of organization) Competency (in a high performance culture) Teamwork Friendliness (that transcends across to the customers) Empowerment to a certain level (to help serve customers better and solve their robber) Dedication to the Job http://www. Loveliness. Com/business_guide/crosscutting/ culture_corporate. HTML Case study Tests Pl. ‘s the largest retail organization not in United Kingdom only but also at globally with 492,000 employees in 14 countries, in more than 5200 stores worldwide. 2. Existing climate of Tests Culture is the values, beliefs, rules and practices of an organization on the other hand climate are the working conditions, relations of the employees with each other as well as with their leaders. How well leaders or managers will communicate the traceries of the organization to their subordinates and how well the subordinates understand these strategies and fallow them. But both the culture and climate will reflect the path where the organization wants to stand in future with group efforts of their employees and it also shows the image of the organization to the external world. Climate ensures the progress report of the organization like Tests that where it stands to achieve their policies. Tests fallows some aspects to ensure a good climate in the organization:- Flexibility: – As a largest organization Tests always ensure to provide every employee a flexible working conditions and flexible working hours e. G. In Tests there is lots of student working there and Tests understands their working conditions and hours so they provide them what these students wants. Standards: – There is good working standard maintained by their leaders to ensure the health and safety of the employees and good working conditions. There is cafeteria well maintained by Tests to ensure that everyone is not working only time for relaxation also including that there is library also provided to employees and pool and other gaming facilities also there. A well dress code for managers and employees s also provided by Tests. Rewards: – Top management will set a target for each branch of Tests about the sales target and on achieving that targets their s reward system like common parties and even gift vouchers that is equally distributed among the employees. TTY; – Managers scarred ten task to tenet team leaders Ana team leaders wall lead their team, if there is still anything which is not clarified or not understand by the team still they can raise their question and ask for any sort of help from their managers. By this means every member of team will know that what they have to do? On the whole there are good working conditions and better understanding is provided by Tests to each and every member to gro w. 2. Ways to improve corporate climate in Tests As Tests is providing their best, but still there is requirement of change in their climate like what I have seen as an employee in Tests and that is my personal suggestion. If there is any problem faced by an lower level employee ha/she have to see their team leader and that team leader has to inform the duty manager and that duty manager has to inform his/her manager this is a long process and if one of hem is missing at that time this means that employees problem will not sort out at that time and goes for pending as the whole bunch will get tighter. So my recommendation is that they have to provide some powers to their staff to solve the problem if they think at that time and don’t required or wait for the permission from the managers. There are requirement in Tests to review their communication policy because it is to lengthy and old system they are fallowing. Managers has to review their policies on the monthly basis not for the quarterly basis because if it will review by quarterly hey cannot understand the problems of their employees sooner and by taking such a long time by frustration or by depression may be chance that employee will leave the Job and that effects the organization. At this scenario Tests is contracting employee for three month contract and this will affect employee as well as Tests because he/she is not productive until there is security and security of the Job. Proper training is required because of change in technology and guidance to the employees if he/she is doing something wrong. 2. 3 Frame work of organizational values that meet the specific strategic and operational needs in Tests Organizational values are defined as the standards that are acceptable which guides the behavior of individuals within the organization. The guide to the organizational values is mission and vision statement of that organization. These organizational values help the people to encourage and discourage certain types of behavior which represent the organization in every deed or dealing. The influence of cultural values on the corporate climate is that which leaves an imprint on the minds of the people. Some of the organizational values that will influence the corporate culture are as follows: Respecting the customer Good Service and Honesty. How to cite Developing Corporate Culture, Papers

Charity Organizations Taylorist Strategies †MyAssignmenthelp.com

Question: Discuss about the Charity Organizations Taylorist Strategies. Answer: Introduction Taylorism is mainly focused on maximizing the organizational profit by controlling the labor force. The Taylorist practice treats money as the primary concern and everything else as secondary (Nyland, Bruce and Burns 2014). That is the primary reason that it has been losing its relevance todays world. Most organizations in the developed world have abandoned the practice of Taylorism in their business. The workers in contemporary Australia, America or Europe do not engage with original Taylorist practice. This means Taylorism is not rejected totally by all the organizations, it still exists but in a different form. Most companies implement the Taylorist strategies in combination with other effective business strategies (Waring 2006). However the original method of money centric method is not applicable in many cases. The charity organizations do not engage in Taylorist practice. However sometimes Australian or American companies apply Taylorism in their work force. If in the previous year the organization performed poorly or the current labor force are not producing as per the requirement then this method can be useful. The Call Centre business is an area where the Taylorism is stile applied successfully. The idea of Taylorism is based upon constant monitoring and controlling the labor force in order to increase the productivity. In this method the labors are almost mechanized and creativity or freedom is not much appreciated by the employers. In the Indian Call Centre business the use of Taylorism can be a good example (Sinha and Gabriel 2016). There the leadership controls the employees through constant monitoring and decides what exactly they will be doing. In countries like Dubai, India or China the leadership of the organization has to manage large number of labors. The time and motion management of the Taylorist scientific management is applied in few organizations there. Like McDonalds operate under the Taylorist method in such countries where large number of customers are served in a very short time (Babajana and Webber 2015) Many organizations ignore to treat the organizational structure as important as the organizational strategies. The structure of the organization is not only the infrastructure or the hierarchical structure it includes the employees as well. Yves Morieux explains that in an effective organization the strategies and the structure follow each other (Morieux and Tollman 2014). Strategies and structure both are equally important for improved organizational performance. However dealing with the strategies often proves to be challenging for the management. If the management fails to manage the structure well the implemented strategies will fail as well. Morieux suggests that there should not be many layers between the top management and the operation level; otherwise the management will fail to understand the competitive opportunities (YouTube 2017). The employee advantages can create great opportunities for organizational advantage (Goetsch and Davis 2014). The managements responsibility i s not just the designing of the plan but implementing them effectively is more important. It should be implemented in such a way that it neither compromises with quality nor with the employee wellbeing. Therefore, just as Morieux concluded, in any productive organizational strategies and structure work collaboratively. Halocracy is a process of managing a responsible company where every people associated with the company are empowered (Holacracy.org 2017). In this practice the roles are not based on the people rather the work defines the roles. The whole structure works in small self sufficient groups. All the employees are bound by the same set of rules and it does not exclude the CEO of the company as well. In a traditional bureaucratic system each role is defined for a specific person and he is entitled for a particular job, but here one people serves several role and vice versa. In the other system the leaders or the top managements makes all the important decisions, but here locally all the decisions are made. The authoritative power is distributed and not at all concentrated on a single person unlike the traditional one. In a traditional team based organizations the roles are defined for the teams but here the work is defined by the self sufficient group or individual. There are few contingency factors that can affect the organizational structure of Zappo. The CEO of Zappo Tony Hseieh has relinquished the power and encouraged the employees to form decentralized self sufficient teams (Vox 2014). The management believed that the centralization of power within the organizational culture was resisting the innovation and improvement. Zappo is almost 17 years old (Zappos.com 2017). Company works in a smooth environment where future market expansion in shoe, cloth or hand bag is there. The company has been using markets latest technologies. A lot of other companies look up to Zappo as an ideal organizational model. The company has always been adaptive as it adapted digital technologies very early. Zappo operates with 1500 employees so it can categorize as a medium size company (Pontefract 2015). The company needs assistance from another firm for managing the smaller teams as it is not possible for the CEO to handle them individually. Also for the employee s the new strategies related to Halocracy may appear to be challenging for the employees. The innovation and experimentation may cause risk and uncertainty but if its effective then it may prove to be hugely profitable for the company. The management would hire new talented employees who have enough knowledge in modern technologies. The existing employees must go through the training of new technologies. The employees must be rewarded through increased wages or incentives. Such practices within the organizational culture will enhance the productivity. Reference Babajana, Z. and Webber, A., 2015. Organisational Behaviour. Nyland, C., Bruce, K. and Burns, P., 2014. Taylorism, the international labour organization, and the genesis and diffusion of codetermination.Organization Studies,35(8), pp.1149-1169. Sinha, S. and Gabriel, Y., 2016. 5 Call Centre Work: Taylorism with a Facelift.Re-Tayloring Management: Scientific Management a Century On, p.87. Waring, S.P., 2016.Taylorism transformed: Scientific management theory since 1945. UNC Press Books. Goetsch, D.L. and Davis, S.B., 2014.Quality management for organizational excellence. Upper Saddle River, NJ: pearson. Morieux, Y. and Tollman, P., 2014.Six simple rules: how to manage complexity without getting complicated. Harvard Business Review Press. YouTube. (2017).Organization Design: BCG's Yves Morieux on organization and competitive advantage. [online] Available at: https://www.youtube.com/watch?v=jm7d1dzOKmw [Accessed 25 Aug. 2017]. Holacracy. (2017).How It Works. [online] Available at: https://www.holacracy.org/how-it-works/ [Accessed 24 Aug. 2017]. Pontefract, D. (2015).Forbes Welcome. [online] Forbes.com. Available at: https://www.forbes.com/sites/danpontefract/2015/05/11/what-is-happening-at-zappos/#4afc31a74ed8 [Accessed 24 Aug. 2017]. Vox. (2014).Zappos just abolished bosses. Here's why.. [online] Available at: https://www.vox.com/2014/7/11/5876235/silicon-valleys-latest-management-craze-holacracy-explained [Accessed 24 Aug. 2017]. Zappos.com. (2017).About Zappos | Zappos.com. [online] Available at: https://www.zappos.com/c/about-zappos [Accessed 24 Aug. 2017].