Haier's Culture

“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

Corporate culture is a mix of the qualities, convictions, taboos, images, customs and myths all organizations create after some time. It is affected by the business, business and result of a given company.Corporate culture gets from the impact of the accompanying components, for example, Founding Figures and Turnaround Leaders and Unique Company History and Stage of Development.

Culture is defined as all of humans’ perception, knowledge, opinions, worth and sensation studied through joining in any cultural system (Nanda & Warms, 2011). In other word, human is the represent of culture (O’Donnell & Boyle,2008, pp.4-14). The dimension of culture is the centre in all aspects of organizational life, especially in business (Nanda & Warms, 2011). For example, the way employer of a company act, think or feel is controlled by their naturally cultural belief (REF). Values of an organisation can be changed effectively by organisational culture (REF).

The most dominant problem addressed in the case that Haier is facing is that it lacks of brand popularity in the global market, comparing to its direct competitors such as Whirlpool, GE appliances, and Electrolux. Even though Haier made its effort to amplify its brand image and popularity globally by making a bid to acquire Maytag Corporation yet did not succeed, it is still difficult for Haier to enter the high-end segment of the US white goods market. According to statistics from Euromonitor, Haier’s 2013 market shares in consumer appliances segment in the North American and Western European markets were 0.9% and 0.5% respectively, which are significantly lower than Whirlpool’s, one of Haier’s major competitors in the U.S. and Europe,

Corporate culture can be shown in the workplace. How people dress, how the offices look, how the employees are treated and the way the workplace puts its culture into its merchandise & services and how it shows itself to its customers. There can also be cultural diversity in the workplace with individuals themselves. That can cause problems in the corporation with everybody's diverse ways.

The impact of culture is very important when it comes to attempting and achieving personal goals and business goals. Organizational cultures are the characteristics that are based on morals, values, traditions and personnel behavior. Values are very important because people act out upon his or her values, and values channel behavior. Saying and doing the right thing are two different things and if managers are trying to set the culture they have to set the example. Physical manifestations such as ethical codes or written rules are some ways the organization reflects its values. General Electric, Lockheed Martin, Haliburton Company, Corporate Express, ACH Foods and Whole Foods are corporations that strive to

Within the field of management, the success and failure of the modern business organisation has been largely depicted by the intricate concept of culture. Organisational culture, a concept borrowed from borrowed mostly from anthropology typically is defined as a complex set of values, beliefs, assumptions and symbols that define the way in which an organisation conducts and manages its business (Barney 1986). Management is not just an act of change, but the responsibility for and control of a company or similar organisation (Willmott 1983). It is the management of organisational culture that merely drives the

“We need business to give practical meaning and reach to the values and principles that connect cultures and people everywhere”.

Describe how Haier uses activity sharing and the transfer of core competencies to create value. (related diversification strategy)

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

Corporate culture is a powerful force that runs through every organization. It is defined as the attitudes, experiences, beliefs, and values that operate within an organization. And these undercurrents define

1. Discuss the primary reasons why Haier moves from a single and dominant business strategy to a diversified strategy.

Since organization culture is the combination of many factors there are several factors that could affect it. Among the internal factors to consider are the company’s approaches to their processes, is the company more into results and profits or product quality and employee’s safety. Management style is another important feature that affects corporate culture micromanage companies tend to have less motivated employees. Technology these days influence organizations at all levels as the company’s approach to technology will go hand on hand with bettering processes. New factor affecting corporate culture these days is the different work arrangements that are needed these days with the implementation of flexing time and tele-working had commuting acceptable. The management approach to work environment, communication style will definite affect organization culture.

Haier is a Chinese electronical appliances producer and it decided to take a 20 per cent stake in Fisher & Paykel Appliances Company (F&P) which is a New Zealand company. According to their agreement, besides the stake, Haier will also take two seats on F&P’s board and also they will cooperate in various business functions, including product development, sourcing, manufacturing and marketing. This action brought win-win situation to both companies. For Haier, unlike its domestic acquisition strategy, this alliance strategy enabled access to well established

There are several factors that do affect a given business, with the most outspoken being the leadership of the organization. Other factors include staffing, planning and marketing among many others. A combination of all these factors leads to a self-sustaining structure, a given way of operations within the firm, commonly referred to as workplace culture. This is displayed in the conduct of the employees and in the general relations within the firm’s staff and the society at large. This paper consists of two parts; part I which goes in to describe the specific culture, and part II that presents a sample case through an interview.