Henkel Corporate Culture

Organizational culture could almost be considered the roots of a company. The way a company’s employees think, the way the customers feel, and the company’s decisions are made are all based around the culture that the company has laid for itself. An employee’s values, thoughts, and actions should reflect those stated in the company’s mission. Southwest Airlines and American Airlines, while both attempting to create a culture that is comfortable and pleasing to their

Due to this, the effort to identify and understand how trends and traits making up organizational culture have been a priority amongst most organizations seeking to improve the effectiveness of strategic leadership. According to Schein (2004), the reason why such issues as culture and leadership is important stems from one of the critical factors, that is the fact that certain trends and traits are shared among a group hence forming a shared culture. Schein also explains other critical elements of culture such as structural stability. The definition of culture within an organization creates some sense of stability as it defines the identity

Corporate values are ‘the operating philosophies or principles that guide an internal conduct of the organization and its association with its clients, partners and shareholders’. It is also a fundamental and long-lasting belief that specific mode of conduction highly valued by the organization’s membership’ according to IBM corporate responsibility report (2002, What is the value of company).

What is the culture's position on important issues facing the corporation (that is, on productivity, quality of performance, adaptability to

Corporate culture influences everyday employee actions – it’s how they interact with customers, each other, and make decisions. If the company culture does not align with the mission statement, it can create an identity crisis of sorts.

Not only is a strong corporate culture good for business by increasing customer satisfaction, it also can help to decrease turnover and save on human resources expenditures. Internal integration should start the minute a new employee enters a company. Training of new employees should include some way of helping them to understand the company's culture. The new hire training program currently in use at Wal-Mart stores includes videos and other information about the founding of the company as well as other general and specific information about the company's culture as well as expectations related to this culture. This is important because a company's culture is not always easily apparent to newcomers and this is what keeps Wal-mart's culture strong (Berg, 2001).

I believe that it is also important to support an organization culture including some key values including the following: integrity, great customer service, unity, respect and compassion and excellence. (Newstrom, 2014, p. 100).

When trying to maintain a healthy organizational culture the leader has many factors that he/she must balance. Maintaining a healthy organizational culture may be viewed as an entire strategic

Another competence that differentiates the company from others is corporate culture within it. Many had criticized the culture where employees had too

In today’s dynamic business environment leadership must understand the value and importance of their organizations’ culture. While it may never be formally defined, leadership must have a vision of their intended culture and a plan for creating and maintaining it. This vision will serve as the potter’s clay that determines everything from the dress code to the organizational structure. This paper examines two methods organizations can choose to create and maintain a healthy culture.

A strong organizational culture provides both the company and its employees with direction and stability. The culture within an organization can be powerful enough to effect employee attitude and behavior as well as performance and turnover ratio. According to many scientific studies, there are seven primary characteristics used to define the culture of an organization: innovation and risk taking, outcome orientation, people orientation, team orientation, aggressiveness and stability.

The purpose of this paper is to analyze the culture, the internal, and the external factors in an organization. Our job is to examine the entirety of the organization. That would include the structural and environmental elements that effect the operation of the business. We will also take an in depth look at the perspectives of employees, managers, owners, and clientele.

The competing values framework represents a theory, based on the crucial indicators of an effective organization. It revolves around four major components of organizational culture, which measure the organization's leadership style, institutional bonding, strategic emphases and general cultural characteristics. Leaders and managers benefit from this conceptual framework as it offers teaching tools and helps interpret various organizational functions and processes. In order the examine the organizational culture more in depth, this framework has been extended (Quinn and Kimberly, 1984, p 298). They identified the two main dimensions upon which the competing values framework of cultured is based : the competing demand of change and stability, and the conflicting demands created by the internal organization and the external environment. These dimensions were reflected by other scholars as Thomson

The culture of an organization is the set of values, beliefs, behaviors, customs, and attitudes that helps its members understand what the organization stands for, how it does things, and what it considers important"(Griffin, 49). In other words, "the way things work around here" (Dr. Williams). In order for any small business or large corporation to be successful, the employees must understand what is expected of them. While things might be slightly different in a large corporation versus a small "mom and pop shop", the goal of both is the same. MAKE THE BUSINESS MONEY. The topic of my paper will be on makes a good corporate culture.

The BELIEFS, VALUES AND NORMS of the employees within the organisation, particularly those communicated by top management.