How Business Is A Successful Global Enterprise

“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

Culture within an organisation is a system of shared values, beliefs and norms of individuals in the organisation and how the value consensus creates a way in which people behave. The shared values have a strong influence on the individuals in the organisation and dictates how a person acts, dresses and performs in their job. A unique culture is developed and maintained by an organisation which provides guidelines and boundaries, through informal means, for the behaviour of the people within the organisation.

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.

“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” (Baack, 2012). These shared values have a strong influence on the people in the organization and dictate how they dress, act, and perform their jobs. Culture plays a huge role in the guiding of the behaviors of employees of an organization. There are three stages of culture that interact with one another to influence the behaviors in the organization. These stages are: observable artifacts, espoused values, and enacted values.

The reason I decided on this particular organization is because it was the most interesting one to me. As I was reading about the organization and their relation to sustainability, I started to get engaged in what I was reading

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

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).

Cultural organization is unique and configures their norms, beliefs, values, and behavioral characteristics into the individual and groups that unite to get things accomplished. Patterns begin to evolve and become a rule of basic assumption; whether it is a new idea, one recently discovered or under development by a certain group as they learn to cope with internal integration and external adaptation problems. Cultural characteristics are hard to define because culture is multi-dimensional with integrated components that intertwine at different levels and ever-changing which takes time to establish and therefore time to change it also. Culture becomes the fabric or social glue that unites its participants, this will counteract any processes that are different becomes an unavoidable side-effect of life in an organization. Mutual understandings and a shared system of meanings becomes the basis of communication in a cultural organization. Functions of a society need to be fulfilled with a certain amount of satisfaction or culture can impede the efficiency of that organization. Problems with this concept arise when trying to categorize culture or when, why, or how corporate culture should be changed or finding the best, healthiest or most desirable one.

Hill, C. (2011). International business, competing in the global marketplace. (8 ed.). New York, NY: McGraw-Hill Irwin.

Organizational culture can be values, beliefs and norms which define how members think, feel and behave. More specifically, organizational culture is defined as shared philosophies, ideologies, beliefs, feelings, assumptions, expectations, attitudes, norms, and values (Schein, 2011). It is important to understand organizational culture has tremendous influence on its members, their views of the workplace, their efforts and their productivity. Culture is created by leaders, members and the environment in which the organization finds itself in. However, I believe it is primary the leadership’s responsibility to uphold the standards of a positive culture. As leaders, we must understand the culture we’ve created and how to maintain it or improve it. The Debra Woog McGinty and Nicole C. Moss corporate survey exhibited I’m in an Established/Stable culture.

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,

Thus, the true culture of the organization cannot be understood by solely looking at the artifacts. To understand more, it is necessary to look at the next level. Espoused beliefs and values are goals, values, aspirations and ideologies shared by everyone in an organization. Normally, these values are laid down by the leaders or founders of the organization (Schein, 2010, p.25). However, espoused beliefs and values can sometimes be mutually contradictory (Schein, 2010, p.27). Thus, the organization’s culture is only understood just on the surface level. Basic underlying assumptions, which are unconscious and taken-for-granted beliefs and values provides for a deeper understanding of an organization’s culture. Schein concluded that the essence of a culture lies in the pattern of basic underlying assumptions (Schein, 2010, p.32). If the basic underlying assumptions are not deciphered, it will be hard to understand the artifacts and espoused beliefs and values correctly.

Firms pursue an international strategy in order to take advantage of the larger market for potential consumers and buyers of products and services on a global basis, as compared to the limited markets available in the home countries of businesses. In this way, expansion into the international market presents companies with a large scope for growth opportunities (Hitt et al., 2011, p. 219). Firms are also better able to earn a larger gain from their investments due to the larger potential market. Firms are able to ramp up production and other capabilities so that they can achieve better economies of scale and make the same quality products and services more cheaply. There is also bigger scope for performance and for innovation, since a diversity of markets offers a wide range possible strategies for bringing exciting new products to market and attempting new management and business strategies.

The world offers significant business opportunities for every company, however, opportunities are accompanied by significant challenges for managers. Managing global operations across diverse cultures and markets represents a big challenge and opportunity for companies. To compete in the global market and be successful, companies must learn the strategies, policies, norms and technology necessary to conduct international business. The opportunities for global expansion are numerous, and attaining success is a matter of developing the right strategy to win local markets and its consumers.

Organization wants to achieve the objectives of sustained growth and increased profitability, organization must constant innovation its product or service, also need to carry out some plans to expand its business to enable an organization to have a better development. Organization expands its business cannot be confined to the domestic market must also move abroad, which effectively allows an organization closer to the global market and broadening the scope of business and profitability. However, business expansion is not as easy in this global environment, globalization has not only changed the enterprise competitive landscape also influence the way leaders conduct business (Caligiuri, 2006). Furthermore, with globalization, global leadership in terms of cultural knowledge needed to become more acute and require more advanced level of cognitive ability on the complexity of managing the demand of multiple cultures while completing managerial tasks (Caligiuri, 2006, Grosse, 2011). Therefore, the development of global management skills is very important for the global organizations and managers. Only effective in developing global management skills can help the organization reduce the risk of international business