Consulting Scenario For Universal Oil And Gas

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.).

Problems inside Dynacorp: When Dynacorp has changed its structure, there are problems of linkage and alignment in the light of Strategic Design Lens. According to the new structure, Research and Advanced Development Group and Business Units (BUs) are

The modern business culture must, by necessity, be fluid if it is to succeed globally. There is interaction between employees, between stakeholders, and between global environments. In fact, this environment is formed through multiple interactions between the strengths, weaknesses and opportunities presented through the organization's unique culture. Since truly the one constant in business is change, it is how we adapt to such changes; as individuals and part of groups, that helps manifest behaviors as he culture evolves. Indeed, many believe that one of the templates that make up this fluidity is the concept, even more popular in the late 20th and early 21st centuries, of mergers and acquisitions (Horibe, 2001).

“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

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

Levitt (2014) defines culture as the coherent, learned, shared views of a group of people and about life’s concerns that ranks what is important, furnishes attitudes about what things are appropriate, and dictates behavior. Macy’s corporate culture possesses a diverse leadership team to target their diverse customers and locations. Diversity, based on experiences and passion, gives the Macy’s leadership team new perspectives to promote successful business. Levitt (2014) suggests organizational diversity can be considered as a mixture of people with different group identities working in the same social system. A multi-cultural team of Americans, Italians, Germans and Swiss would adapt well in the rich bouquet of culture in Zurich, Switzerland. As a new team leader, the biggest concern would be establishing integrations between the different cultures working together at Macys.

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.

Corporate culture is a difficult thing to pin down. It is continually in a state of flux, elusive, and unspoken. Although corporations make it a practice to declare their mission and values, these are not the same as the corporate culture. Regardless, these elements of strategic planning may be articulated as culture and may even find their way into expressions of corporate culture. Corporate culture, in the words of Microsoft, is "unspoken, unconscious, and"¦implicit" (Microsoft, 1977, p. 16). The commitment that Microsoft made to accessibility and diversity, within its company and with regard to its products and services, is carefully and deliberately articulated and aims for integration into the "collective consciousness" of the corporation.

To correctly address the problems facing Universal, an examination of the current business culture within the company is necessary. Business culture refers to cultural differences, and expectations of the way companies conduct business according to the cultural values associated with a company. The problem facing Universal is a lack of a unified culture. With an overemphasis on collaboration, but lacking in directional leadership; previously, the company has relied on acquiring new businesses during times of expansion. A lack of a unified culture, however, has led to lengthy debates and discussion, which has currently placed Universal at a competitive disadvantage. Presumably, a lack of a unified culture and the overemphasis on collaboration has become a culture within itself for Universal. Culture should at least

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.

Hofstede (2003) defined culture as "the collective programming of the mind that distinguishes the members of one group or category of people from another". Corporate culture refers to the intangible aspects of companies, including the interactions at an interpersonal level, and values, morals and ethics which permeate the way that decisions are made and polices are implemented (Buchanan & Huczynski, 2011). Just as when one undertakes international travel, and sees different cultures where there are different attitudes and traditions, one can also observe different

Culture and the environment affect a business in many ways. Culture is not simply a different language, a different shade of skin, or different styles of food. Culture, and the environment in which you are a part of, affect the running of day to day business operations of all companies’ day in and day out. This paper will assess how Linda Myers, from the article, “The would-be pioneer,” (Green, S., 2011) was affected by the huge culture shock of working for a global conglomerate from Seoul, South Korea. We will discuss what went wrong with Ms. Myers approach to business, Hofstede’s five dimensions of culture as it

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.

This cultural model best suits a multicultural organization like CC where there are different people from diverse cultural backgrounds come together to achieve a common goal. The model focuses on the way people think, their behaviour and future expectations based on their relationship with others, time and environment. Trompenaars believed culture is a way a group of people solve problems. In this internship project, these dimentions are used to analyse CC and its diverse workforce in order to have a better understanding of their working relationships, their foresight, how they solve their day to day business related problems and how they arrived at the present level of understanding among themselves.

Existing culture can in times be very hard to continue with because of the change in the growth or in the strategic change in the organisation. At such appropriate web of culture is important to be identified or that can be a problem in the progress of the organisation. These identified elements will give organisation a bigger picture of what was going wrong and how can they change it towards betterment of the organisation.