1. “Culture represents the personality of an organization, having a major influence on both employee satisfaction and organizational success” (Kane-Urrabazo, 2006).…
One placed that I worked as a contract employee, was GM (General Motors), that had an established culture that showed through many of its organizational facets. I worked in an engineering lab as an emissions laboratory technician and tested all makes and models of vehicles emissions gasses in order to correlate with the EPA (Environmental Protection Agency) to meet cleaner gas emissions standards emitted from vehicles. I will discuss five signs that represent the culture that has been created throughout GM.…
Two DNA strands form a helical spiral, winding around a helix axis in a right-handed spiral. The two polynucleotide chains run in opposite directions. The sugar-phosphate backbones of the two DNA strands wind around the helix axis like the railing of a spiral staircase.…
The collectivist side defines mostly Japan but the Individualist side defines the United States. Collectivism is when the company operates as a team with the contribution of every employee. On the other hand, the Individualist approach is much more self-motivated. In other words, “in collectivist cultures, organizations are used to give members meaning and purpose while in individualistic cultures, organizations are used to serve individual owners, employees and customers” (Mercado, 2004). For example, the Japanese managers told Mr. Stevenson that the American employees were not loyal as much as the Japanese employees. Moreover, the movie shows clearly that the American employees work only for money, looking always for excuses to miss their shifts or to leave early, while the Japanese employees work only for the company, care more for the business than their own families, work faster and and can work overtimes for free if that will help for the growth of the business. In my opinion, the reason of cultural contradiction is based on the lack of the implications for individual's understanding of culture and that will lead to a negative…
Founded in 1908, General Motors has been one of the largest corporation and the second largest automaker in the world coming after Toyota. For 77 consecutive years from 1931 to 1908, GM has been a leading automaker and marketer as ranked by the total number of units sold yearly. General motors have also been a leading employer not only in the United States but also in other parts of the world where it operates. However, the company has been seriously affected by the current economic crisis. The Detroit Three, led by General Motors have been a backbone of the United States economy and there eminent collapse in the current economy crisis is likely to have negative impacts on the United State’s economy. However, the problem at GM and in the general United States automotive industry cannot be attributed to the current economic crisis alone. Their problems can be traced to the oil crisis of the 1970s where the government came up with new rules aimed at reducing the rate of fuel consumption. Consequently, General Motors and other American auto makers continued with their fuel guzzling SUVs especially in the 1990s leading to stiff competition from foreign automakers especially Japanese cars which were considered fuel efficient and friendly to the environment. Therefore the problems facing GM do not attribute to economic crisis alone but also due to other issues related to organization culture. The company has also negotiated payment package with the union which has continued to drain its resources despite its declining revenues. General Motors has consequently lain off million of workers and closed down some of it plants in a bid to reduce the cost of operation. The company has also sought government bailout package which will prevent the company from collapsing. However, the problems faced by GM may not e easily solved by the government bailout package. The company needs to restructure its operation to reflect the…
There are mainly four types of organizational culture according to (Harrison 1987) which are basically based on Hofstede’s works on national cultures (Hofstede’s 1980), which also can be linked with the management style (Pheysey, 1993). The first being Role culture, in this the employees perform their job as a loyalty towards the organization. Second being, Power Culture, call it the fear of a powerful person or penalty that leads to the performance of the work by the employees of the organization. Third being, Achievement Culture, it is a reward system that motivates the employees to achieve the target. And the last being Support Culture, in this the…
The old GM historically had a Vertical organizational structure. The rigid hierarchy may have contributed to some of the problems they faced as globalization increased competition. GM had many different companies centralized and all tied to the GM name. This created many redundancies in management, and this reflected in the products. Both Chevrolet and GM each made a van, the Astro and the Sierra. For all intents and purposes these vans are identical, but they were manufactured by two different companies under the General Motors umbrella. The higher levels of management decided what was required for all subordinate levels, and that was a one way street. The CEO’s, CFO’s, and top executives made all decisions for middle management down to the individual dealerships. Executives even decided what customers desired, with no feedback from customers, dealerships, or operational level managers. When the economy began to slow GM did not reduce production in response.…
Analysis of Japanese Business Culture Along with recent globalization, the business market is now diffused everywhere in the world. Consequently, mega-competition and international co-operation are promoted simultaneously in the field of business. Under this circumstance, learning and understanding the business culture each country has is important to succeed in global business. As business culture is indivisible from a country’s cultural uniqueness, American-style business is formed in the United States, and British-style business is adopted in England.…
Toyota has had a limited manufacturing presence in the United States since 1972. Toyota began assembling vehicles in United States in 1984 when the Japanese entered an agreement with General Motors that led to a manufacturing plant in Fremont, California. ("Autombolog.net", 2012) Today Toyota has 10 manufacturing plants across the country that build nine different Toyota models. Toyota has created 365,000 jobs in the United States either directly or indirectly. ("Toyota.com", 2012) Primary cultural values are transmitted to a culture 's members by parenting and socialization, education, and religion. There are also secondary factors that affect ethical behavior. They include differences in the systems of laws across nations, accepted human resource management systems, organizational culture, and professional cultures and codes of conduct. (Pitta, Fung, & Isberg, 1999)…
Organizational culture is a system that refers to a shared meaning held by distinguished members of the organization. Culture is a descriptive term, it is concerned with how employees perceive the characteristics of an organization’s culture, not whether or not they like them. When an organization’s culture is strong the management is not concerned as much with developing formal rules and regulations to help guide employee behavior. Cultural differences will affect employee satisfaction and performance. Organizations that operate with people from high power distance such as most of Latin America, find that their employees are much more accepting of mechanistic…
It is undeniable that competition in the business area is very fierce. People in the business world must find the best way in order to survive. Business, nowadays, expand their business to other countries as globalization on the rise. They need to remain competitive in a global marketplace with well coordinated and tightly controlled worldwide operations. For multinational enterprises (“MNEs”), the corporate culture is one of the core elements bringing success to its businesses. Yet, cross-cultural conflicts also could hinder the MNEs from optimizing its worldwide operations. In this paper, we will discuss how corporate culture influences the MNE’s global operations.…
The possible downside however is that their kind of culture is very specific to their company. What works for them may not be applicable to other companies, even companies of the same nature. The executives who ensure the facilitation of such culture are huge factors why the…
Even culture can change. Japan had to experience that first hand in the 1990s when the economic bubble burst. Companies had hard times and as a consequence they got rid of elder workers whereby they neglected the traditional Japanese value of mutual obligations and loyalty. Younger people noticed theses happenings and lost faith in the mutual loyalty. Any how the generation that was born after the 1964s had greater opportunities growing up in a rapid growing economy thus they didn’t have the same attitude towards Japanese values as their parents did. Their values were more westernized. They didn’t want the same position in the same company their whole life, the wanted to switch companies and positions. All these events led towards individualism.…
Organizational Cultures -By Pranav Kumar Verma Any organization has a key factor to go ahead in the competency it faces. The major building block of an organization is the core culture of the organization itself. This is the reason why someone would like to enjoy a work environment even when a little bit of other aspects are not according to the person. A comfortable organization culture provides a minimum comfort level to the employees of the firm. As per definition, a corporate culture is the shared beliefs, values, ideologies, expectations and norms of the organization. Any organization culture develops over a period of time and hence it is very difficult to change it in a very short time. This is what happened when Lenovo took over the Thinkpad division of IBM. According to the Wall Street Journal on November 5th, 2008, the CEO of the company, Bill Amelio, and chairman Yang Yanquing, had been having culture clashes. On a personal note, this could be a lapse in the thought when a Chinese company decided to acquire an American company. Any such architecture can bring in a problem which I would personally term as skip level reporting. This is a scenario I have seen when a person is more comfortable with the skip level in the hierarchy. This creates a problem with him and his immediate superior. And culture does play an important role in creating this kind of comfort level. According to Robbins, the culture of the company is majorly formed by the philosophy of the founder of the firm and the ideologies of the top management. This mixed with the socialization process gives the final organization culture as an output. This kind of corporate culture is fine as long as the company is working on its own, but the major problem arises when the company goes into a merger or an acquisition. Here the top management of both the companies merges. Since they have different ideologies, the problems start propping up. This is what happened when L’Oreal acquired Body Shop.…
After examining both companies and the way that their presidents conduct business, I am not so sure that there is a culture issue or gap. I did not read anywhere that each particular company’s employees desired for one culture, but worked in another, minus those managers that for more opportunities to be in charge. Each company had their own…