HRM Strategy in a case study on IKEA

Organizational culture is the “values and beliefs that people have about an organization and provides expectations to people about the appropriate way to behave” (Kinicki, 2013, slide 3). Corporates can change Changing organizational culture can be a process using one or more of the eleven strategies, (1) formal statements, (2) slogans & sayings, (3) stories, legend, & myths, (4) leader reactions crises, (5) role modeling, training, & coaching, (6) physical design, (7) rewards, titles, promotions, & bonuses, (8) organizational goals & performance criteria, (9) measurable & controllable activities, (10) organizational structure, and (11) organizational systems & procedures (Kinicki & Williams, 2013, p. 236-137). Like stated before organizations

Organizational culture, if appropriate, can be an intangible asset but it can also be a liability for a business if it is not checked and cultivated carefully. This is so because

“ Customers will never love a company until the employees love it first ” – by Simon Sinek, who is an author best known for popularizing the concept of "the golden circle” described by TED as "a simple but powerful model for inspirational leadership all starting with a golden circle” (Afshar, 2013). Sinek has brought an overview of an essential factor to all organization, which is organizational culture. It is the key to make a success of an organization, as well as the reflection of the company’s manager leadership. In this essay, the definition of organizational culture, how organizational culture can influence both the success and failure of an organization and what managers can do to create an encouraging and effective culture at workplace will be discussed.

3. TAYLOR S, and WOODHAMS C – Studying Human Resource Management, (2012) page 104, London Chartered Institute of Personnel and Development

The organization culture as a leadership concept has been identified as one of the many components that leaders can use to grow a dynamic organization. Leadership in organizations starts the culture formation process by imposing their assumptions and expectations on their followers. Once culture is established and accepted, they become a strong leadership tool to communicate the leader 's beliefs and values to organizational members, and especially new comers. When leaders promote ethical culture, they become successful in maintaining organizational growth, the good services demanded by the society, the ability to address problems before they become disasters and consequently are competitive against rivals. The leader 's success will depend to a large extent, on his knowledge and understanding of the organizational culture. The leader who understands his organizational culture and takes it seriously is capable of predicting the outcome of his decisions in preventing any anticipated consequences. What then is organizational culture? The concept of organizational culture has been defined from many perspectives in the literature. There is no one single definition for organizational culture. The topic of organizational culture has been studied from many perspectives and disciplines, such as anthropology, sociology, organizational behavior, and organizational leadership to name a few. Deal defines organizational culture as values,

IKEA is a privately held, international company that designs and sells ready-to-assemble furniture such as beds, chairs, desks, appliances and home accessories. The company is the world's largest furniture retailer.

Before this chapter I thought organization’s culture was only internal and outside factors only affect the brand and sales of the company. But I have now learned a lot more about the

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).

Analysis of the organizational culture, an evaluation of the strengths or weaknesses of the culture:

Organizational culture is not a new concept in the world of organizational behavior. Yet despite its age, it still has many varied definitions as well as philosophies on its importance and impact to the success of a company. One definition is that organizational culture is a cognitive framework consisting of attitudes, values, behavioral norms, and expectations shared by members of an organization (Greenberg, 2013, p. 368). Greenberg (2013) further explains organizational culture through an analogy of a tree. Organizational culture are similar to the roots of a tree.

- Denison DR and Spreitzer GM, 1991. “Organizational culture and organizational development a competing values approach”. Available at : http://www.denisonconsu

Internally, organizational culture, a set of important assumptions that members of an organization share in common, should be established to provide meaning, direction, and a basis for action (Pearce & Robinson, 2004). The organization would benefit if leaders promote and identify key themes and dominant values within the organization to reinforce competitive advantage they seek to maintain and build (Pearce & Robinson, 2004).

This article appeared on Forbes.com and was written by Dr. Chris Cancialosi. Dr. Cancialosi is the founder of a consulting company that specializes in organizational culture. The article is short, however provides the reader with a very clear and useful way for a leader to conduct a litmus test of the organization’s culture by asking four questions. The questions are straightforward, however they help to explore some of the issues that Schein (2010) presents in his model about organizational culture such as espoused beliefs and values, basic assumptions, and organizational practices. The utility of these four questions is that they are not highly analytical or cumbersome to find the answers to. In fact, they are straightforward enough

The culture of an organization is as unique and diverse as the individuals are who live and work within it. In fact, the above definition of organizational culture provided by Schein (1985a) suggests an image of a living, breathing and influential force engaged in a series of reciprocal interactions with its members. Furthermore, the culture of an organization does not simply appear but is one that is constructed and developed over a period of time. For example, Stackman, Pinder and Conner (2000) describe organizational culture as being comprised of a system of layering or as a “deep construct.” The idea being that the culture of an organization is similar to the skin of an onion encompassing layers of values, beliefs, assumptions,

Founded on this and Kamprads own views Ikea has grown exponentially and sits as a world leader in management. Scandinavian management were equality, communication, cooperation, trust and consensual decision making are vital elements in the concept. Managers are focused on their employees and feel that they need to satisfy them in order to motivate them. This motivation has proven to lead to better productivity and performance of the organization. Swedish managers are indeed focused on human resources and are practicing Scandinavian management. Scandinavian management is necessary on the Swedish market as it increases the chances for having a productive company with satisfied employees and customers.