Cdp Part I

* Sales reps secure the best product placement in stores, conducting taste tests in stores and convincing “individual store managers to pull the product from the central buyer.” (Singer, 2008)

Culture is an observable, powerful force in any organization. “Made up of its members’ shared values, beliefs, symbols, and behaviors, culture guides individual decisions and actions at the unconscious level. As a result, it can have a potent effect on a company’s well-being and success” (One Page, n.d.).

The promotionPromotion is the business of communicating with customers. It will provide information that will assist them in making a decision to purchase a product or service. The pace and creativity of some promotional activities are almost alien to normal business activities.The cost associated with promotion or advertising goods and services often represents a size-able proportion of the overall cost of producing an item. However, successful promotion increases sales so that advertising and other costs are spread over a larger output. Though increased promotional activity is often a sign of a response to a problem such as competitive activity, it enables an organization to develop and build up a succession of messages and can be extremely cost-effective.

The organization which I attended to analyze their organization, based on the three levels of culture discussed in class was Moe’s Southwest Grill. Over the past couple of years, my friends from Bloomington-Normal have raved about how good Moe’s food is. I thought that this class assignment would be a good opportunity to take up one of my friend’s offer to go to Moe’s. Doing so allowed me to get some great food and to further look into the company’s culture. From walking in, to getting food, and eventually leaving, it was evident what the employees at Moe’s believe in and the culture within the organization. Specifically relating to artifacts, espoused and enacted values, and basic assumptions, Moe’s organizational culture was extremely apparent.

“Culture consists of the symbols, rituals, language, and social dramas that highlight organizational life, including myths, stories, and jargon. It includes the shared meanings associated with the symbols, rituals, and language. Culture combines the philosophy of the firm with beliefs, expectations, and values shared by members. It contains the stories and myths about the company's founder and its current leading figures. Organizational culture consists of a set of shared meanings and values held by a set of members in an organization that distinguish the organization from other organizations. An organization's culture determines how it perceives and reacts to the larger environment (Becker, 1982; Schein, 1996). Culture determines the nature

The company’s internal culture is predominantly laid back. There is no dress code, and language is informal. After the President, there is no defined hierarchy. These factors encourage a familial atmosphere and team concept.

He/she should maintain and updates reports related to the technical activities and analyze it to provide information to develop new procedures and protocols. He/She must provide training to the staff members, representing the company at various meetings, making presentations, and participating in the development of policies and regulations. Other responsible includes developing grant proposals, negotiating contracts, and monitoring the performance of the proposals. On top of developing, drafting, reviewing, and adapting permits to ensure regulatory compliance that involved in developing budgets, approving it and monitoring the expenditures associated with the

Carry responsibility for all aspects of store operations. Key areas of responsibility include labor management, ‘daily operations, and customer care. Labor management duties include hiring and training associates, creating work schedules, delegating work, and evaluating employee performance. To regulate daily

All Organisations posses a distinct form of culture with some having more than a single culture. This culture is usually very difficult to measure, change and most especially change.

As defined in the book, culture is the specific collection of values and norms that are shared by people and/or groups in an organization. This collection of norms and values control the way in which the different components of the organization interact with each other. The culture of an organization is an amalgamation of the values and beliefs of the people in the organization. Westchester Assisted Living Facility is one of those very organizations that thrives on its strong adherence to culture. Westchester’s culture can be felt in the implicit rules and expectation of behavior that is shared among the members and the staff.

Involved in Development and Execution of Test Plans, Test Cases & Test Scripts by reviewing the business requirements document, and technical specifications document.

I perform inspections of trainees work and processes, analysis of incoming repairs, and research into technical data and engineering depositions, this provides functional and technical support for co-workers as well as management.

A strong culture is important to today’s organizations in a fast pace environment affected by a diverse internal workforce (Baker, 2002 p. 4). Schein (as cited in Baker, 2002) defined organizational culture as an arrangement of shared beliefs that the group learned through problem solving, and adapting to internal and external environments (p.4). Culture is not only a means of bettering internal coordination, but is important in facilitating environmental adaptation (Baker, 2002 p. 4).

The Hofstede Centre (n.d.) defines culture as the “collective mental programming of the human mind which distinguishes one group of people from another.” Chipulu, Ojiako, Gardiner, Williams, Mota, Maguire, Shou, Stamai, and Marshall (2014), note that “culture can be at once tangible and observable; latent and unobservable; or even an abstraction altogether” (p. 367). Culture therefore has many dimensions. Some aspects of culture can be observed by analyzing symbols, ceremonies, dress, and other aspects. On the other hand, some aspects are not observable from the outside, but have to be experienced. Looking only from the outside gives us only a glimpse into the culture values. A large part of culture is the unwritten rules of how things are done. This part of culture is not necessarily observable to an outsider. To fully understand the cultural values of an organization, you need to be inside the organization with access to those with years of work experiences.

The classic Phrase by Mckinsey organisation, “the culture is how we do things around here” is taken as reference by many great people. It’s true that culture exist in an organisation which influences the work being done and also affects the success or failure of the project.