Ikea Management Style

2968 Words Nov 15th, 2010 12 Pages
Ikea has grown into a worldwide phenomenon with an almost like cult following and the world’s largest furniture retailer due in large part to its founder Ingvar Kamprad’s charismatic personality combined with his own philosophy of business management and the Scandinavian style of open management he has parlayed a fortune that will be left to one of his children who has proven their own business acumen by running one of his many companies profitably. According to Kamprad himself in his July 23, 2008 Acticule published by stoked in Major Companies Kamprad states;
Ikea, the world’s largest home furniture retailing company, was founded by Ingvar Kamprad. He built his business empire through developing a distinct corporate culture. The Ikean
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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.
Kamprad laid the foundation of his empire using his views on life. The “IKEAN Spirit” was founded on enthusiasm, a constant will to renew, cost consciousness, willingness to assume responsibility, and humbleness before the task. The organizational atmosphere was very informal, effort was made to veer away from status and convention. Simplicity was practiced at all levels but managers were expected to completely understand the store’s operations. Having such a distinct corporate culture that had to be imposed, IKEA favored young employees. They did not hire people who had previously been in other corporate cultures nor did

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